March 28, 2024 • 19 mins
Navigating the choppy seas of workplace dynamics can be as complicated as it is crucial, and we're here to be your lighthouse. On the latest Big Dog podcast, we engage in a heart-to-heart about supporting team members through rough patches at work, debating whether it’s more beneficial to offer a helping hand, allow space for self-correction, or if it's time to bring in new blood. And of course, we couldn't resist throwing in some playful banter about height—because let's face it, who doesn't want their stats to measure up in more ways than one? Stay tuned for a hearty blend of wisdom and wit, as we promise an improved visual treat for our video viewers without compromising the audio quality our listeners adore.
Remember the days of college campus tours, feeling that mix of excitement and anticipation? I take you down memory lane with tales from the road, as my daughter Kiki and I set out to find her future alma mater. From the stately grounds of UVA to the quaint charm of Mary Washington, we unpack how these institutions tell their stories and how their evolving narratives might resonate—or clash—with the expectations of tomorrow's leaders. It's a candid journey through the lens of a parent, paralleling the commitment organizations must make to cultivate their talent and set the stage for success.
As we wrap up, we hone in on the art of managing staff expectations with finesse. We lay out the leader's playbook on fostering successful teams, stressing the importance of clear communication and the delicate balance between guidance and autonomy. And when the time comes for new leadership to emerge, we tackle the tough love aspect of knowing when to step aside. Share in the laughter and learning as we sign off with a promise of reinvention for our studio, sure to dazzle your senses in episodes to come. Join us again on the Big Dog podcast, where helpful tips and humor go hand in paw!
Remember the days of college campus tours, feeling that mix of excitement and anticipation? I take you down memory lane with tales from the road, as my daughter Kiki and I set out to find her future alma mater. From the stately grounds of UVA to the quaint charm of Mary Washington, we unpack how these institutions tell their stories and how their evolving narratives might resonate—or clash—with the expectations of tomorrow's leaders. It's a candid journey through the lens of a parent, paralleling the commitment organizations must make to cultivate their talent and set the stage for success.
As we wrap up, we hone in on the art of managing staff expectations with finesse. We lay out the leader's playbook on fostering successful teams, stressing the importance of clear communication and the delicate balance between guidance and autonomy. And when the time comes for new leadership to emerge, we tackle the tough love aspect of knowing when to step aside. Share in the laughter and learning as we sign off with a promise of reinvention for our studio, sure to dazzle your senses in episodes to come. Join us again on the Big Dog podcast, where helpful tips and humor go hand in paw!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
JW (00:00):
The point is, you know we can help you, we can allow you
to help yourself, we can replaceyou.
We have an investment in youfrom time, money, resources,
training.
So in a way, us helping you isprotecting our investment, which
makes good business sense.
But like those are kind of thethree options, and I was I was
laughing, you know, thinkingabout that, I was like man, if
(00:21):
that just isn't every like workenvironment on the planet,
everybody, it really comes downto those options Like we can
help you.
If I have a staff person with aproblem, he's like we can help
you.
We can allow you to just helpyourself and figure it out
yourself.
Or you know we can replace youIf you're not performing.
You know in your, in your role,or you have people on your
(00:43):
teams who aren't performing.
You know how are theseconversations going with them?
Are you really setting outrealistic expectations about how
to work through their troubles?
What's going on everybody?
(01:13):
Welcome back to the Big Dogpodcast with a little dog.
Yo, what's going on?
Not much.
Little dog, six foot three.
Big dog five, 11 and a half.
Yo, it's six foot.
Yeah, what?
Look, don't like height shaming.
I'm not, I wasn't heightshaming, you know, I mean, I
think, when you laugh, when youstart with, when I say, when I
(01:36):
open with here with the littledog, little dog, six foot three,
like I'm hyping you up, andthen you're like huh, huh, the
big dog, five foot 11 and a half, I'm six foot son.
I thought we were just sayingstats, six foot son.
Yeah, but like when I was sixfoot the important thing about
stats are accurate is accuracy,okay, all right.
(01:58):
Five foot 11 and a half.
Don't height, shame me.
Okay, five 12.
That's six foot Height, shamingman.
Look, I got short ass legs.
I have a tall torso.
I have a small torso and longlegs.
That is true.
That is true.
You get that from your mama.
Your mama's got the long asslegs.
(02:19):
Yeah, so it's Kiki.
Everybody's got long legs butme.
But I am six foot.
Yeah, don't ever height, shameme again, particularly on the
interwebs.
I didn't know anything was wrongwith under six foot.
Whoa, whoa, maybe for most, butI am who I am and I am six foot
tall.
Okay, that's what the licensesays, what the doctor stuff say.
(02:44):
What is the government beenwrong?
Anyway, wow, I didn't know thiswas going to jump off in that
style.
So you doing all right though.
Yeah, I'm good.
Yeah, it's nice to be in thestudio.
Yep, we haven't been in here ina minute.
Got some big changes coming tothe studio in the coming weeks
and month probably, so that'llbe pretty fun.
(03:05):
You guys will see somedifferences if you're watching
on video.
The sound hopefully doesn'tchange too much, but video will
look differently If you'd liketo watch us on YouTube.
Thanks, mamu, always goodlooking out, keeping our views
high.
We love it.
What's going on with you?
Nothing Just working.
Yeah, got to see Jenna lastweekend Nice.
(03:25):
It's a good time Up at James.
Madison.
Yep you, that's cool.
Yeah, kiki has been on hercollege tours lately and she
just went and did the tour up atJMU, the official tour.
She did the tour of theself-guided tour, homecoming,
(03:46):
and then we did UVA.
We did when else did we go?
Oh, mary Washington.
I don't think I've talked aboutthat on here, have I?
No, I don't think so.
So we went to we're going to doa little tour week in college
tour week, and it's that time ofyear for for high school
juniors, I guess.
(04:06):
So we roll up on MaryWashington, which is in
Fredericksburg.
Kiki didn't even want to getout of the car.
She's like, yeah, I can't seemyself being friends with any of
these people.
I mean, I appreciate that.
She just called it like she sawit, and we didn't waste any
time.
It was, I think it was toosmall.
So we just rolled on down theroad.
(04:29):
We went to UVA.
I'm not really going to jumpinto that here on the show, so,
but there were some alarmingthings that were were said
during that presentation.
It got weird.
It got really, really weird.
I'll only go into it a littlebit.
I won't go into it like likesuper heavy because I don't like
to bring politics and stuffinto the show.
(04:52):
That's not what the show is for.
But it was surprising to me thisone little piece when we were
at the the UVA tour founded by,designed by former president
Thomas Jefferson, founder of theUnited States of America, tj,
heavily involved in the creationof the University of Virginia.
(05:15):
Y'all they could not duringthis tour all right for
prospective students andfamilies they could not get
Thomas Jefferson disassociatedwith that university fast enough
during these tours andpresentations.
They're like we'll let it beknown that Thomas Jefferson
(05:38):
didn't lay a single brick hereand when the university opened
he died a year later.
He really has nothing to dowith who we are and what we're
about.
And of course that's becauseyou know back in the day, you
know he was a slave owner andstuff like that which obviously
you know.
Not cool, that was how stuffwas done back in the day.
(06:00):
That's what, what.
There was a lot of historystuff you can erase and change.
But because of that dark past,as they call it they are, it
seems like the University ofVirginia founded by Thomas
Jefferson like they're trying tocancel TJ.
(06:21):
That was surprising to me, alittle surprising.
And it was fine.
Uva is beautiful.
It's gorgeous.
We love Charlottesville as afamily.
It was a very interesting tourthough Interesting students.
I wouldn't do good in collegenow I don't.
I mean I didn't do good incollege back then.
So if I'm being totally honestbut you know so that that tour
(06:42):
took place, devon went with Kikito go tour JMU, do the formal,
you know, the official tour orwhatever, and so they had a
great time, loved it.
She's got a list of otherschools.
I mean I guess we're going togo see Virginia Tech.
She has mentioned Arizona.
She has mentioned San DiegoState.
She has mentioned just think ofa college she's mentioned.
(07:02):
She's mentioned a lot.
You know, when you ask herwhat's your main.
You know priority for decision,you know the school you want to
go to and I do appreciate this.
She's like I want it to bepretty.
I mean, yeah right, pretty'snice.
A lot of colleges are pretty,but I think it really depends on
(07:24):
what your perspective of ofpretty is.
A lot of people think likerural is pretty.
A lot of people think a urban,like in city Campus is pretty.
It's a truly about perspective.
So she's checking out placesand I'm excited for her.
But I mean we know your sistershe's gonna do what she's gonna
(07:44):
do what she wants to do, sowe'll see how that kind of plays
out.
But nonetheless, uva, they hitme with the ringer during the
tour, so it's a littleinteresting.
It's a little interesting, tosay the least, but anyway, this
isn't about college tours andstuff like that today.
Um, there was a movie from late90s and it was called payback.
(08:04):
It had Mel Gibson and I don'tknow if you've ever seen this
movie or anything.
There's a line in the moviethat basically, mel Gibson he's
not a good guy in the movie andthey, they him and a crew,
basically they go and stealmoney.
Well, he gets betrayed by hispartner, gets left for dead
(08:25):
Recovers and now he's trying toget his money, his portion of
the, the money they stole, right, and so payback and Anyway, the
people who have now have themoney, is like a crime
organization and it's a mess andit's not good people.
There's no good people reallyinvolved in here.
Well, one of the lines from oneof the bad guys with the, the
(08:48):
crime organization, you know hehe said something like hey,
there's, there's three ways wecan handle this right, and he's
talking to Gibson's character Ithink it's Porter or whatever in
the movie.
He's like look, there's threeways we can handle this
situation.
One, we can help you To, we canallow you to help yourself.
(09:12):
Or three, we can have youreplaced.
Right, and you know the the thepoint is he's making is you
know we can help you, we canallow you to help yourself, we
can replace you.
We have an investment in youfrom time, money, resources,
(09:33):
training, so in a way, ushelping you is protecting our
investment, which makes goodbusiness sense.
But like those are kind of thethree options and I was, I was
laughing, you know, thinkingabout that, I was like man.
If that just isn't every likework environment on the planet.
This just happened to be like acrime syndicate where this
dude's about to get killed.
(09:54):
But Everybody, it really comesdown to those options.
Like we can help you.
If I have a staff person with aproblem, he's like we can help
you, we can allow you to justhelp yourself and figure it out
yourself.
Or you know we can replace youIf you're not performing.
(10:19):
You know in your, in your role.
Or you have people on yourteams who aren't performing.
You know how are theseconversations going with them.
Are you really setting outrealistic expectations about how
to work through their troubles?
If they're, if they're, theirperformance is lacking, they're
underperforming.
Okay, what's that conversation?
(10:42):
Are you coaching, are youdeveloping them?
Do they understand theseriousness of the failures?
We can help you fix thisproblem, logan.
We can help you work through it.
We can allow you to fix ityourself.
If you're telling me youunderstand where you're falling
short, you know where yourenergy and efforts need to be
(11:05):
and your focus needs to beincreased.
You're telling me you canhandle it All right.
Well, we as an organization aregonna allow you to handle it,
or we can replace you.
We can replace you now or wecan replace you down the road.
If you prove to not be able toHandle it yourself and that's
(11:25):
what we choose to allow you todo we replace you.
But the best thing to do is tryto save that relationship, that
employer employee relationshipthat you know Contract e
contractor relationship, becausethere's already resources
Invested there the training, themoney, the time.
It is so much Morecost-friendly to keep someone
(11:49):
most the time.
Then it is to try to replacethem, because now you have to go
back through and what Traindevelop culture, make sure they
understand the resources thatare at their disposal, make sure
they're actually good at thejob, and sometimes you know the
the best devil to deal with is adevil.
You know that's not great, butif there's nothing's ever
(12:13):
perfect, there's always gonna beDelta, there's always gonna be
problems and like what's theunknown of who you're replacing.
So three options again we canhelp you, we can allow you to
help yourself or we can replaceyou.
I always try to lean heavily ingrace and time for people to
(12:33):
right whatever the wrong is, andthere's a handful of things
that are completelynon-negotiable.
Where there is no grace, thereis zero tolerance.
But short of those handful ofitems and everybody knows what
those items are who are in ourorganization there's gonna be a
lot of grace.
There's gonna be a lot ofopportunity to develop, to get
(12:54):
up to speed.
If you show the ability to becoachable, if you show great
work ethic, if you showopen-mindedness, we're gonna
work with you to get you whereyou need to be.
Now.
If you're missing the mark andyou don't show any of those
traits, we're gonna have thoseconversations and again it comes
back to one of three things wecan help you.
(13:16):
That's what you need to do.
We can allow you to helpyourself or we gotta replace you
.
That's it A lot of times withnewer hires.
If you, as an employer, seeenough red flags early on and
you're probably not coachingthrough a lot of those things,
because early on I tend tobelieve people are at their best
(13:39):
Like they're not gonna getbetter than who they are those
first couple months.
They might get more efficient,they might get more well-versed
in their jobs, their roles andtasks, but if there's character
traits that come into question,those red flags that early on,
(14:00):
those are probably gonna evencome to more fruition as time
goes on, because most peoplepresent their best in the
beginning.
Most people present their bestin interviews.
Someone shows up late for aninterview.
We're not doing a secondinterview, we're not
rescheduling that interview.
If you showed up late doing theinterview barring, really, you
(14:22):
know, extenuating circumstancesyou just didn't prioritize it.
You're late, that's character.
That ain't gonna work.
Or you're wondering whyeverybody's always late to
everything that you do andthat's because you allow a
culture, you created a culturethat allows people to just be
late without consequence.
So how do you help peoplethrough that?
We can help you.
(14:42):
We can allow you to helpyourself, or we can replace you,
and that applies to everything,every role, every situation.
That applies.
We can help you Now.
If you're not equipped to helpyour staff or your contractors,
your kids, whatever it may be,that's a bigger problem.
(15:04):
If you don't have the resourcesto help them, the knowledge to
help them, the SOPs, the KPIs,the processes to lay out in
front of them so that they haveclarity on what's expected,
that's a you problem.
You can't help them.
The only chance these poorpeople have is to figure it out
for themselves, to which youhave to allow them to fix the
(15:28):
problem, because you'reill-equipped to fix the problem,
and I would say you shouldn'tbe hiring people If you're
holding someone accountable tosomething that you have not
shown them how to execute orlaid out clearly what those
expectations are, but thenyou're holding them accountable
for falling short.
Well, that's some bullshit.
No one's excited about showingup to work for you, cause all I
(15:50):
do is get beat up for missing amark that was never established
in the first place.
That's like telling me I'mgoing to go like you got to go
run this race, all right, cool,how?
How far is it?
What we'll tell you when you'redone?
Huh, what?
How do you strategize?
How do you determine your, youroutput, your effort output?
(16:11):
How do you figure?
How do you determine how hardyou're going to go out the gate?
How do you determine whenyou're going to stop to catch
your breath?
How do you, if you don't knowwhere you're headed?
How do you put strategy inplace?
Leader has to be the one to dothat.
If you're not capable of doingthat, you can't help them get
there.
It's crap that you're forcingthem to have to be the only ones
(16:32):
to help themselves and theyshould replace you rather than
you replace them.
They should replace you bygoing someplace where they have
a strong leader, where they haveclear expectations on where the
direction they're heading,where they know what they need
to do to execute on a dailybasis to hit those weekly and
monthly and annual goals, sothat the company can thrive, so
(16:53):
that they can growprofessionally within your
organization.
So maybe you've got to be theone who's replaced.
We've had to replace me in a lotof areas within the business
because I was the roadblock, Iwas the holdup, maybe stretched
too thin, maybe not my skill set, maybe something I wasn't
passionate about.
So put someone in that placewho is those things and can be
(17:15):
those things to the staff, thatthey have reporting to them.
You got to understand that, yougot to be self-aware of it, you
got to pay attention to it.
But it all comes back to kindof those three questions when
there's a problem with anemployee, when there's a problem
with a contractor, when there'sconstant frustration, it
doesn't get much clearcommunication beyond.
I can help you, I can allow youto help yourself, or I've got
(17:39):
to replace you.
That's very clear.
And if I'm being told that hereare the steps you got to take X
, y and Z, you take them or youdon't.
And sometimes it's really easyto plug in, take next steps and
make it happen right away.
Sometimes you've got to kind ofgradually increase this stuff
and build it in.
(17:59):
You've got to communicate withyour leadership, with the staff.
But everything has to beclearly, clearly, clearly,
clearly laid out as far as theexpectations go.
Don't leave it to gray, don'tleave it to chance.
Be clear on it.
So just something that popped upto me that I recognized.
I said, man, this has a lot offor a pretty crappy movie.
(18:21):
This actually has a lot ofpractical kind of lessons in it.
I was like you know this wouldbe good to share, you know, on
the show and talk to peopleabout.
So when you're dealing withtroubled staff, troubled
contractors, anybody really in arelationship that you're having
problems with, it can be thatconvo and kind of run those
questions towards yourself too.
(18:42):
We can help you, we can allowyou to help yourself, or we can
replace you.
We can help you, and if I'mhelping you, that's because I
don't feel like I have put theresources in place for you to
thrive the way you need to.
So by me helping you, that's memaking sure your resource, your
trained, your positioned toexcel we allow you to help
(19:06):
yourself.
You can.
Actually.
All the tools and resources youneed are in place.
You just need to go make use ofthem.
So I'm going to allow you tohelp yourself by making use of
all the resources I've alreadyhad in front of you this whole
time that, for whatever reason,you've ignored.
Now, if I do that, if I've donenumber one, I've done number
two and we're still not gettingwhere we need to be.
(19:27):
Now we're at number three andyou got to go like I do now.
That's it.
Catch you next time on the bigdog podcast.
Share the show.
Hopefully it helped.
Hopefully you got a littleentertainment and a laugh and
yeah, go.
Who's that what they say at UVA?
Yeah, cool Thanks.
The point is, you know we can help you, we can allow you
to help yourself, we can replaceyou.
We have an investment in youfrom time, money, resources,
training.
So in a way, us helping you isprotecting our investment, which
makes good business sense.
But like those are kind of thethree options, and I was I was
laughing, you know, thinkingabout that, I was like man, if
(00:21):
that just isn't every like workenvironment on the planet,
everybody, it really comes downto those options Like we can
help you.
If I have a staff person with aproblem, he's like we can help
you.
We can allow you to just helpyourself and figure it out
yourself.
Or you know we can replace youIf you're not performing.
You know in your, in your role,or you have people on your
(00:43):
teams who aren't performing.
You know how are theseconversations going with them?
Are you really setting outrealistic expectations about how
to work through their troubles?
What's going on everybody?
(01:13):
Welcome back to the Big Dogpodcast with a little dog.
Yo, what's going on?
Not much.
Little dog, six foot three.
Big dog five, 11 and a half.
Yo, it's six foot.
Yeah, what?
Look, don't like height shaming.
I'm not, I wasn't heightshaming, you know, I mean, I
think, when you laugh, when youstart with, when I say, when I
(01:36):
open with here with the littledog, little dog, six foot three,
like I'm hyping you up, andthen you're like huh, huh, the
big dog, five foot 11 and a half, I'm six foot son.
I thought we were just sayingstats, six foot son.
Yeah, but like when I was sixfoot the important thing about
stats are accurate is accuracy,okay, all right.
(01:58):
Five foot 11 and a half.
Don't height, shame me.
Okay, five 12.
That's six foot Height, shamingman.
Look, I got short ass legs.
I have a tall torso.
I have a small torso and longlegs.
That is true.
That is true.
You get that from your mama.
Your mama's got the long asslegs.
(02:19):
Yeah, so it's Kiki.
Everybody's got long legs butme.
But I am six foot.
Yeah, don't ever height, shameme again, particularly on the
interwebs.
I didn't know anything was wrongwith under six foot.
Whoa, whoa, maybe for most, butI am who I am and I am six foot
tall.
Okay, that's what the licensesays, what the doctor stuff say.
(02:44):
What is the government beenwrong?
Anyway, wow, I didn't know thiswas going to jump off in that
style.
So you doing all right though.
Yeah, I'm good.
Yeah, it's nice to be in thestudio.
Yep, we haven't been in here ina minute.
Got some big changes coming tothe studio in the coming weeks
and month probably, so that'llbe pretty fun.
(03:05):
You guys will see somedifferences if you're watching
on video.
The sound hopefully doesn'tchange too much, but video will
look differently If you'd liketo watch us on YouTube.
Thanks, mamu, always goodlooking out, keeping our views
high.
We love it.
What's going on with you?
Nothing Just working.
Yeah, got to see Jenna lastweekend Nice.
(03:25):
It's a good time Up at James.
Madison.
Yep you, that's cool.
Yeah, kiki has been on hercollege tours lately and she
just went and did the tour up atJMU, the official tour.
She did the tour of theself-guided tour, homecoming,
(03:46):
and then we did UVA.
We did when else did we go?
Oh, mary Washington.
I don't think I've talked aboutthat on here, have I?
No, I don't think so.
So we went to we're going to doa little tour week in college
tour week, and it's that time ofyear for for high school
juniors, I guess.
(04:06):
So we roll up on MaryWashington, which is in
Fredericksburg.
Kiki didn't even want to getout of the car.
She's like, yeah, I can't seemyself being friends with any of
these people.
I mean, I appreciate that.
She just called it like she sawit, and we didn't waste any
time.
It was, I think it was toosmall.
So we just rolled on down theroad.
(04:29):
We went to UVA.
I'm not really going to jumpinto that here on the show, so,
but there were some alarmingthings that were were said
during that presentation.
It got weird.
It got really, really weird.
I'll only go into it a littlebit.
I won't go into it like likesuper heavy because I don't like
to bring politics and stuffinto the show.
(04:52):
That's not what the show is for.
But it was surprising to me thisone little piece when we were
at the the UVA tour founded by,designed by former president
Thomas Jefferson, founder of theUnited States of America, tj,
heavily involved in the creationof the University of Virginia.
(05:15):
Y'all they could not duringthis tour all right for
prospective students andfamilies they could not get
Thomas Jefferson disassociatedwith that university fast enough
during these tours andpresentations.
They're like we'll let it beknown that Thomas Jefferson
(05:38):
didn't lay a single brick hereand when the university opened
he died a year later.
He really has nothing to dowith who we are and what we're
about.
And of course that's becauseyou know back in the day, you
know he was a slave owner andstuff like that which obviously
you know.
Not cool, that was how stuffwas done back in the day.
(06:00):
That's what, what.
There was a lot of historystuff you can erase and change.
But because of that dark past,as they call it they are, it
seems like the University ofVirginia founded by Thomas
Jefferson like they're trying tocancel TJ.
(06:21):
That was surprising to me, alittle surprising.
And it was fine.
Uva is beautiful.
It's gorgeous.
We love Charlottesville as afamily.
It was a very interesting tourthough Interesting students.
I wouldn't do good in collegenow I don't.
I mean I didn't do good incollege back then.
So if I'm being totally honestbut you know so that that tour
(06:42):
took place, devon went with Kikito go tour JMU, do the formal,
you know, the official tour orwhatever, and so they had a
great time, loved it.
She's got a list of otherschools.
I mean I guess we're going togo see Virginia Tech.
She has mentioned Arizona.
She has mentioned San DiegoState.
She has mentioned just think ofa college she's mentioned.
(07:02):
She's mentioned a lot.
You know, when you ask herwhat's your main.
You know priority for decision,you know the school you want to
go to and I do appreciate this.
She's like I want it to bepretty.
I mean, yeah right, pretty'snice.
A lot of colleges are pretty,but I think it really depends on
(07:24):
what your perspective of ofpretty is.
A lot of people think likerural is pretty.
A lot of people think a urban,like in city Campus is pretty.
It's a truly about perspective.
So she's checking out placesand I'm excited for her.
But I mean we know your sistershe's gonna do what she's gonna
(07:44):
do what she wants to do, sowe'll see how that kind of plays
out.
But nonetheless, uva, they hitme with the ringer during the
tour, so it's a littleinteresting.
It's a little interesting, tosay the least, but anyway, this
isn't about college tours andstuff like that today.
Um, there was a movie from late90s and it was called payback.
(08:04):
It had Mel Gibson and I don'tknow if you've ever seen this
movie or anything.
There's a line in the moviethat basically, mel Gibson he's
not a good guy in the movie andthey, they him and a crew,
basically they go and stealmoney.
Well, he gets betrayed by hispartner, gets left for dead
(08:25):
Recovers and now he's trying toget his money, his portion of
the, the money they stole, right, and so payback and Anyway, the
people who have now have themoney, is like a crime
organization and it's a mess andit's not good people.
There's no good people reallyinvolved in here.
Well, one of the lines from oneof the bad guys with the, the
(08:48):
crime organization, you know hehe said something like hey,
there's, there's three ways wecan handle this right, and he's
talking to Gibson's character Ithink it's Porter or whatever in
the movie.
He's like look, there's threeways we can handle this
situation.
One, we can help you To, we canallow you to help yourself.
(09:12):
Or three, we can have youreplaced.
Right, and you know the the thepoint is he's making is you
know we can help you, we canallow you to help yourself, we
can replace you.
We have an investment in youfrom time, money, resources,
(09:33):
training, so in a way, ushelping you is protecting our
investment, which makes goodbusiness sense.
But like those are kind of thethree options and I was, I was
laughing, you know, thinkingabout that, I was like man.
If that just isn't every likework environment on the planet.
This just happened to be like acrime syndicate where this
dude's about to get killed.
(09:54):
But Everybody, it really comesdown to those options.
Like we can help you.
If I have a staff person with aproblem, he's like we can help
you, we can allow you to justhelp yourself and figure it out
yourself.
Or you know we can replace youIf you're not performing.
(10:19):
You know in your, in your role.
Or you have people on yourteams who aren't performing.
You know how are theseconversations going with them.
Are you really setting outrealistic expectations about how
to work through their troubles?
If they're, if they're, theirperformance is lacking, they're
underperforming.
Okay, what's that conversation?
(10:42):
Are you coaching, are youdeveloping them?
Do they understand theseriousness of the failures?
We can help you fix thisproblem, logan.
We can help you work through it.
We can allow you to fix ityourself.
If you're telling me youunderstand where you're falling
short, you know where yourenergy and efforts need to be
(11:05):
and your focus needs to beincreased.
You're telling me you canhandle it All right.
Well, we as an organization aregonna allow you to handle it,
or we can replace you.
We can replace you now or wecan replace you down the road.
If you prove to not be able toHandle it yourself and that's
(11:25):
what we choose to allow you todo we replace you.
But the best thing to do is tryto save that relationship, that
employer employee relationshipthat you know Contract e
contractor relationship, becausethere's already resources
Invested there the training, themoney, the time.
It is so much Morecost-friendly to keep someone
(11:49):
most the time.
Then it is to try to replacethem, because now you have to go
back through and what Traindevelop culture, make sure they
understand the resources thatare at their disposal, make sure
they're actually good at thejob, and sometimes you know the
the best devil to deal with is adevil.
You know that's not great, butif there's nothing's ever
(12:13):
perfect, there's always gonna beDelta, there's always gonna be
problems and like what's theunknown of who you're replacing.
So three options again we canhelp you, we can allow you to
help yourself or we can replaceyou.
I always try to lean heavily ingrace and time for people to
(12:33):
right whatever the wrong is, andthere's a handful of things
that are completelynon-negotiable.
Where there is no grace, thereis zero tolerance.
But short of those handful ofitems and everybody knows what
those items are who are in ourorganization there's gonna be a
lot of grace.
There's gonna be a lot ofopportunity to develop, to get
(12:54):
up to speed.
If you show the ability to becoachable, if you show great
work ethic, if you showopen-mindedness, we're gonna
work with you to get you whereyou need to be.
Now.
If you're missing the mark andyou don't show any of those
traits, we're gonna have thoseconversations and again it comes
back to one of three things wecan help you.
(13:16):
That's what you need to do.
We can allow you to helpyourself or we gotta replace you
.
That's it A lot of times withnewer hires.
If you, as an employer, seeenough red flags early on and
you're probably not coachingthrough a lot of those things,
because early on I tend tobelieve people are at their best
(13:39):
Like they're not gonna getbetter than who they are those
first couple months.
They might get more efficient,they might get more well-versed
in their jobs, their roles andtasks, but if there's character
traits that come into question,those red flags that early on,
(14:00):
those are probably gonna evencome to more fruition as time
goes on, because most peoplepresent their best in the
beginning.
Most people present their bestin interviews.
Someone shows up late for aninterview.
We're not doing a secondinterview, we're not
rescheduling that interview.
If you showed up late doing theinterview barring, really, you
(14:22):
know, extenuating circumstancesyou just didn't prioritize it.
You're late, that's character.
That ain't gonna work.
Or you're wondering whyeverybody's always late to
everything that you do andthat's because you allow a
culture, you created a culturethat allows people to just be
late without consequence.
So how do you help peoplethrough that?
We can help you.
(14:42):
We can allow you to helpyourself, or we can replace you,
and that applies to everything,every role, every situation.
That applies.
We can help you Now.
If you're not equipped to helpyour staff or your contractors,
your kids, whatever it may be,that's a bigger problem.
(15:04):
If you don't have the resourcesto help them, the knowledge to
help them, the SOPs, the KPIs,the processes to lay out in
front of them so that they haveclarity on what's expected,
that's a you problem.
You can't help them.
The only chance these poorpeople have is to figure it out
for themselves, to which youhave to allow them to fix the
(15:28):
problem, because you'reill-equipped to fix the problem,
and I would say you shouldn'tbe hiring people If you're
holding someone accountable tosomething that you have not
shown them how to execute orlaid out clearly what those
expectations are, but thenyou're holding them accountable
for falling short.
Well, that's some bullshit.
No one's excited about showingup to work for you, cause all I
(15:50):
do is get beat up for missing amark that was never established
in the first place.
That's like telling me I'mgoing to go like you got to go
run this race, all right, cool,how?
How far is it?
What we'll tell you when you'redone?
Huh, what?
How do you strategize?
How do you determine your, youroutput, your effort output?
(16:11):
How do you figure?
How do you determine how hardyou're going to go out the gate?
How do you determine whenyou're going to stop to catch
your breath?
How do you, if you don't knowwhere you're headed?
How do you put strategy inplace?
Leader has to be the one to dothat.
If you're not capable of doingthat, you can't help them get
there.
It's crap that you're forcingthem to have to be the only ones
(16:32):
to help themselves and theyshould replace you rather than
you replace them.
They should replace you bygoing someplace where they have
a strong leader, where they haveclear expectations on where the
direction they're heading,where they know what they need
to do to execute on a dailybasis to hit those weekly and
monthly and annual goals, sothat the company can thrive, so
(16:53):
that they can growprofessionally within your
organization.
So maybe you've got to be theone who's replaced.
We've had to replace me in a lotof areas within the business
because I was the roadblock, Iwas the holdup, maybe stretched
too thin, maybe not my skill set, maybe something I wasn't
passionate about.
So put someone in that placewho is those things and can be
(17:15):
those things to the staff, thatthey have reporting to them.
You got to understand that, yougot to be self-aware of it, you
got to pay attention to it.
But it all comes back to kindof those three questions when
there's a problem with anemployee, when there's a problem
with a contractor, when there'sconstant frustration, it
doesn't get much clearcommunication beyond.
I can help you, I can allow youto help yourself, or I've got
(17:39):
to replace you.
That's very clear.
And if I'm being told that hereare the steps you got to take X
, y and Z, you take them or youdon't.
And sometimes it's really easyto plug in, take next steps and
make it happen right away.
Sometimes you've got to kind ofgradually increase this stuff
and build it in.
(17:59):
You've got to communicate withyour leadership, with the staff.
But everything has to beclearly, clearly, clearly,
clearly laid out as far as theexpectations go.
Don't leave it to gray, don'tleave it to chance.
Be clear on it.
So just something that popped upto me that I recognized.
I said, man, this has a lot offor a pretty crappy movie.
(18:21):
This actually has a lot ofpractical kind of lessons in it.
I was like you know this wouldbe good to share, you know, on
the show and talk to peopleabout.
So when you're dealing withtroubled staff, troubled
contractors, anybody really in arelationship that you're having
problems with, it can be thatconvo and kind of run those
questions towards yourself too.
(18:42):
We can help you, we can allowyou to help yourself, or we can
replace you.
We can help you, and if I'mhelping you, that's because I
don't feel like I have put theresources in place for you to
thrive the way you need to.
So by me helping you, that's memaking sure your resource, your
trained, your positioned toexcel we allow you to help
(19:06):
yourself.
You can.
Actually.
All the tools and resources youneed are in place.
You just need to go make use ofthem.
So I'm going to allow you tohelp yourself by making use of
all the resources I've alreadyhad in front of you this whole
time that, for whatever reason,you've ignored.
Now, if I do that, if I've donenumber one, I've done number
two and we're still not gettingwhere we need to be.
(19:27):
Now we're at number three andyou got to go like I do now.
That's it.
Catch you next time on the bigdog podcast.
Share the show.
Hopefully it helped.
Hopefully you got a littleentertainment and a laugh and
yeah, go.
Who's that what they say at UVA?
Yeah, cool Thanks.
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