December 6, 2022 • 42 mins
00:00 The Weight of Leadership
05:45 The Workplace Bully
25:50 Pop Culture Break
37:04 In Closing...
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05:45 The Workplace Bully
25:50 Pop Culture Break
37:04 In Closing...
Follow the podcast https://linktr.ee/takeupspacepod
Be sure to follow Jason!
https://www.instagram.com/jj_newberry/
https://vsco.co/jjnewberry/gallery
https://twitter.com/JJ_Newberry
https://www.tiktok.com/@jj_newberry
https://www.youtube.com/@jj_newberry
Become a supporter of this podcast: https://www.spreaker.com/podcast/take-up-space-podcast--5182502/support.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
That much of it. Time watcher, We're gonna jump right into this.
Welcome everybody to another episode of Takea Space Podcast. I'm your Hostla,
joined by my costage. He said, Hello, am I in trouble.
She's going to jump right into it. I'm about dragged and rid in that
order. No, I just Ijust want to I one, I didn't
(00:24):
really have like a real banter icebreaker, but two, I really wanted to
jump into this whole leadership thing becauseI feel like so many people want that
title and very few people want toactually do the work to become a leader.
And those who are who leader arein those spaces of being a natural
leader. Most of the don't evenwant because they know the responsibility that it
(00:46):
comes with. Like you're responsible foryour team, You're responsible for the job,
You're responsible for how you advocate foryour team, You're responsible for the
business line or whatever it is,whether it's a sports sports team or in
a professional setting, things like that, And it's a lot of responsibility to
be a leader, whether you area team lead a man. It's not
(01:07):
just about micromanaging and telling people whatto do. It's making sure that you
have the people in place that youcan trust to do their job. Not
that you like trust them because MYthing is always trust but verify. But
it's like having the people in placeto perform the role to the best of
(01:30):
their ability. Yeah. My eyesjust went because I deciple are out of
your back. Yeah it Oh mygoodness. Okay, that wasn't supposed to
happen. Yeah, So I thinkmy I think my thing is and I
had and I know I talked aboutthis before, but so many people just
(01:52):
want that title as is part oflike there you know, they're hubrists,
their pride, their arrogance, therewhatever. Yeah. Yeah, but that
title carries so much weight, especiallyif you're doing it right. Yeah.
I've always been the type that,like I would prefer to lead in the
background, like I don't need theactual um recognition for it. Really,
(02:16):
you that may age is that maybe like a m under evaluation of myself,
not like not valuing what I wantin that moment with being the leader.
But I've always been somebody that's justlike, Okay, I'm good with
sort of steering the boat, butletting somebody else be the face of whatever
is going on. Um, That'show I've always been. But to go
(02:38):
on No's. That's really interesting becauseespecially when I led study groups and things
like that, um, and Ijust remember it like when I when I
really had this, it was Ialways called it like my superpriwer. I
didn't always call my superpower, butlike, especially looking back, like that
(02:59):
was absolutely my suple power. Beingable to pull people together, delegate responsibilities,
having everyone feel appreciated and empowered,and especially rallying them together and willing
to take on whatever task. Andthen it was so natural to me that
by the time I was like,well I could take on this role,
(03:22):
someone was like no, no,no, you've done enough, and I'm
like, all I did. Willsay some stuff like I feel like I
should have like a part of this, and they're just like, no,
that was your part, Like that'swhat. And I was like, I
could just tell people what to do, but I want to pay for that.
Let me get my hands dirty.But it's but I think it's I
(03:44):
think for me it was once Imatured, it was more than just telling
people what to do. It wasbeing able to see a project flourish.
You know, whether whether I builtit or came in in the middle of
it or revamped it. I justwanted to see project be great. So
being a part of a group wherewe can say, Okay, I know
(04:06):
that I know that you used tobeing in the front, but you're not
really good in that space. You'regetting stagnant. Let's move you to this
space or this is not the spacethat is okay, So you really don't
like this area, Let's move youto an area that you actually like.
Getting to know the team, gettingto know what their strengths and opportunities are,
Understanding what are some triggers, especiallyunderstanding triggers that that takes a certain
(04:31):
level of emotional intelligence, and itmakes and it makes more sense to know
more about yourself so that when peopledo have reactions that are not so positive,
did right the people that I wouldhave dragged chapter one? Oh my
(04:57):
gosh. But yeah, when theywhen their reactions are not so positive,
you can kind of separate your emotionsto say that, Okay, this person
is not they're reacting poorly in thesituation, but it's not against me,
whether they like it, whether whetherit is about me or not. I
make sure that it's like role focused, so that I stay role focused,
(05:19):
that I'm not reation. This isa role reaction. Yes, yes,
because that helps me to kind ofredirect, especially if they're saying, you
know, because I had Okay,I know I'm doing a lot of talking,
but I have to tell the story. Talk to me. When I
(05:40):
first became a team lead team leadat a bank in a branch leading the
teller's working in the role of themanager when the manager was on paternity leave,
I had an older teller who hadbeen in her role. She might
as well have been a pillar inthe bank because she had been there for
so long. Um. And nota pillar in the community like a good
(06:02):
thing. No, she was partof the sheet rock holded up the bank.
She founded the bank concept of banks. But she rallied to her and
two other people to be against me. Um, and I got and I
got the job. You know,I got the job. I applied for
(06:23):
it, I wanted it, Iwas ready for it. And um.
One thing I can't say, shenever she never made me cry. She
kissed me off, but she neverbade me cried. Um. This lady
took it upon herself to tell methat I was only second best because they
offered the role to first and becauseshe didn't take the role. It was
(06:46):
like I was second best, right, And I said, but who's here
right now? You obviously weren't goingto do it, and you've been here
for what ten years? No,still still part time, that's what.
That's what we're doing. No growthat all, just doing the same thing
every day. Cool, all right? And then then she texted me one
(07:13):
night and I'm so glad I gotrid of these messages. She texted me
one night, she said, andshe admitted she had a few beers and
texted me that I was because ofI was a person that didn't take bs
if she showed up late because shecame three hours late. Oh you know,
my son did this, my husband'sdoing this, and everything's crazy at
(07:34):
home. I'm coming three hours late. Well, this is the second time
you've done this this week, andother people have to work overtime. So
I need you to stay well Ican't stay okay, So we need to
readjust your schedule because you keep comingin late and all this other stuff.
Talked to her about her performance.We got security points off because she left
her drawer and computer opened and unlocked. She didn't check IDs like she was
(07:58):
supposed to check them anytime. Weimplemented any enhancement to any process or procedure.
She was always the first one moaningand groaning, and it was it
was such a pay to work withher. She was essentially my first workplace
bully, and I never saw heras a bully. I just was like,
you can't take her, this oldwoman, just a nuisance. She
(08:24):
yeah, she is. But shetexted me and she was just like,
you're the weakest link in the branch. The only reason why we're actually surviving
is because of me. Like,you don't know what you're doing, You're
making all these poor decisions, andlike, yes, she wentstile work environment.
See when I tell you she wentand and nobody fought for me.
That's a sad thing. Like Inow know that I should have taken that
(08:45):
straight to HR, but I triedto trust my leadership team, but they
were all about politics and they didn'twant to take any action. And I
was just like, so I pulledher into the office and I said,
you will never text me again unlessit is work in an emergency, and
then that at that point you needto call me from the branch because you
will never text me again. Um, And she was just like, well,
(09:07):
I didn't curse in it. Youcan be nasty and not curse.
Like sometimes it can be worse thancursing if you're right. So nobody ever
reprimanded her. Um. I waslike, there's no there's no future in
retail. I'm not dealing with pettypeople who are going to stay stagnant for
(09:31):
decades at a time. Like I'mnot, I'm not dealing with that.
We're clearly not going in the samedirection. Taking her frustrations right, and
I'm it's like no, and heroh, her perfume was so oh gosh,
I would get into the petty parts. It was so bad. But
her attitude, like as a leader, that really helped me to not take
(09:56):
what people are saying personally because sheshe take me off so bad. One
day I was just in the backroom. She would complain that I would
not come to the front to helpout, But anytime I came to the
front to help out, you no, no, no, no, I
got it. I got it.And I'm like, we're not doing It's
just something to complain about. Butas that was my first experience as a
leader in that year, that yearwas that year was rough. That year
(10:24):
was rough for about for about sixmonths and I staged this was in Texas.
Yeah, it's always Texas man.Yeah, it was just and it
was it was people don't think aboutThey only think about having the title telling
people what to do and think thatpeople are going to get in line and
things like that. But if youdon't think about like, um, if
(10:46):
you don't make a collaborative environment,I say it that way, and it's
more like a dictatorship where you're somekind of authoritarian who tells people what to
do without considering their workload, theircomp capacity, whether or not it's even
feasible, isn't going to achieve thegoal that you're trying to achieve if there
are any other paths that we cantake to get there, then as a
(11:09):
leader, you won't be as successfulas you think you are. Yeah,
you won't be effective. There's there'sbeauty in being a leader that can m
yeah what is the word, um, delegate delegate tasks and stuff, but
also stepping back and listening and understandingwhere your own weaknesses are. And I
(11:33):
think strong leaders recognize, like theycan see weaknesses and strengthen people and so
that way they can balance the teamand leading that way instead of just oh,
do this, do this, dothis, do this. That's that's
not even fun for me as aleader. Like in the leadership positions that
I've had, it's more or let'scollaborate, let's communicate, Let's see what
I can learn from you and whatyou can learn from me, and how
(11:54):
we can put it together and makethe path even better or make the approach
even better for whatever we're working on. I think that's a good thing when
you can be that kind of aleader who expects to learn from their team,
because some people think like I'm inthis position because I have it all
(12:16):
together to know it all the homehonor right right. There are teachers that
are like that, And that's oneway that I look at that. I've
always looked at it. The teachersthat I've had will not even think the
teachers that i've had the Like whenI had my legislative internship, both of
my supervisors they were always asking us, even as interns, even though they
(12:39):
had like probably forty years of experiencebetween the two of them, they were
always asking us interns who were justgoing to be there for one year,
just out of college. They wereasking us how to do things, how
we would improve things. Even asa teacher. For myself, I'm always
going into my classrooms making sure thatI'm not standing in front and just telling
students what to do. I'm tryingto encourage them to lead the class in
(13:03):
their own way and stuff. Becausein any capacity where there's a power power
balance is going to happen. Ifyou're just the person that's just they're just
telling people what to do, there'sgoing to create resentment, and then you're
going to lose people their interests.You're going to lose their will to actually
want to contribute to the team ina meaningful way. It's interesting to me
(13:31):
how some people see leadership. Anotherand another side that I do want to
talk about is the side of aperson has done well at their job and
they think that if they can justdo their job well, they can move
it to a leadership position. Youknow, I have come across these so
(13:54):
many different times, and it tooksomeone in the process of learning five different
roles to tell me that if Iwant this next role, I have to
know how to do my job,their job, and the other department's job
that I'm connected with at this point, and I was just like, you're
absolutely right. But some people getpromoted. And I don't know what's going
(14:15):
on with these companies, but ifyou are in a leadership position at a
company, can we do better atpromoting people who are just because they're good
at their job, Like they haveexceeded all expectations because they're good at their
job and they just consistently stay goodat their job. Now they're trying to
be a manager, and that doesn'twork because you don't know if they have
(14:37):
the people skills, the emotional intelligence, the wherewithal to delegate. Because what
I have found is that a lotof these people get promoted into supervisor,
team lead, assistant manager, manager, and they're still doing the work of
their employees. There's not a realstep back, big picture thing where they
(14:58):
have to look at the big pictureand how that's going to happen. They're
more into the weeds of everything that'sgoing on from a very low level to
say I'm the one who has tohold everything together. Yeah, it's like,
no, you have to learn totrust your team. You put the
people on the right spaces. AndI actually just had a conversation with somebody
about this a week or so ago, and I'm like, if you get
(15:22):
put in that position where you canbe promoted, you should probably take on
a mentor take some leadership courses.Understand yourself as far as your emotional intelligence,
your confidence, your skills, thingslike that. There's a lot of
(15:43):
things that you need to really thinkabout because these are the things that you're
going to keep coming against as aleader. Yeah, and if you don't
nip these things in the bud,then what I found is that some people,
especially when people please just get promoted. Oh my cars, when people
(16:03):
please just get promoted, I feelso bad for the team because that person
will stop taking vacation, working lunches, work over time, be the first
one in, last one out,and do everybody's work, be everybody's support
person. And then at the endof the day, this person is like
(16:26):
really burnt out, but they thinkthey're actually like, I'm keeping the team
together, keeping the team to getthriving. Team is thriving. I'm happy
that I've never fallen into that trap, even as a people pleaser. For
me, when with anything to dowith work, my people pleasing, it's
not really about them. It's moreabout how can I make as much money
(16:51):
as possible. As bad as itselflike even when I was teaching three classes
mentoring three, or teaching two classes, mentoring three classes and then two during
the Writing center that was a semesterwhere like one of my person that was
the chair of the English department atthat time, actually she was like,
you gotta start saying, you know, and I'm thinking of my mind is
okay If I say no, Idon't get paid and I'm not doing it
(17:15):
for you guys. I'm doing itbecause I might not get classes next semester.
But like in my current role,I'm like, if I'm supposed to
start at nine thirty, I'll startworking at nine thirty one. And if
I'm supposed to get off at seven, I'll start working at seven on one,
just so I can be sure that, like I do not go over
(17:37):
what I'm supposed to work. IfI start thirty minutes early, I take
an hour lunch instead of thirty minutes. If I don't take any of my
breaks, I take an hour oflunch instead of instead of working later,
getting off earlier or something. I'mvery mindful of what I put into jobs,
because, like we've talked about extensively, I don't believe even work.
(18:00):
I'm very much anti work. Idon't like the idea of having to report
somewhere. Yeah. I like money, don't get me wrong. Um,
I like I like things. Ilike being able to get things. I
like the things that money gets.Yeah, I'll say that. I like
I like you. I like whatI can get for money. I like
that money can keep me in thehouse. But I digress. Um But
(18:22):
yeah, I've never run into thatproblem personally with myself where I feel like
I have to do stuff just tokeep the um our team afloat. But
I see it in my coworker coworkers, probably like two or three of
them, and I'm just like,dill it back. They don't care about
you like that, they really don't. And the team do not care about
(18:48):
you. You are expendable, andthe team we're gonna do all right,
Like if you take a day off, we will be fine. One of
my co workers who like, shetrained me and stuff, and she's like
the person who's like sort of onmy level but sort of like a little
a book because she has way moreexperience than me in this field or in
this particular role. She basically tookabout like two weeks off, like maybe
(19:11):
a Tuesday Wednesday, Thursday, andthen Tuesday, Wednesay, Thursday the following
week, and everybody was just likein a tizzy, like, oh,
what are we gonna do? She'sgone, What are we gonna do?
I'm just like, it's probably notthat big of a deal, but also
like, why are we putting it? Why are we putting so much on
her that it's like if she takesa few days off, the ship is
at risk of going under, right, Like that's not good leadership. It
(19:36):
shouldn't be that if you removed fromthe situation, everything's gonna fall apart.
It should be Okay, I'm takinga few days off. You guys know
what to do. You guys knowhow this runs. Anything out of the
ordinary turns up, we can planfor that, but otherwise, you guys
know what to do. I shouldn'thave to worry about it anything. Yeah.
(19:57):
So yeah, but we gonna sayyou look at you have something to
say. I have a lot tosay. I have a lot to gool
Okay, So back to Texas beforeI took it on the leadership role.
I know, I know, Italked about the story before. No,
it's a different lady. Before beforeI took on the leadership role. The
(20:18):
interesting thing is the interesting thing isI just thought about this when I first
got to that company. That ladywas considered my mentor because you have to
train with someone for two weeks beforeyou go to your home branch. And
she was considered my mentor for thosetwo weeks. And I was like,
this is why I didn't learn anythingfrom you. And first Lady Lady,
(20:40):
the lady who was considered my workplacebully like I was, I was her
mentee. And then a year laterI became her supervisor, the founder of
the bank. Okay, But beforeI got to that branch, Um,
I really, I mean I sawin real time how one person having all
the knowledge and being the person thatwe lean on was a terrible thing.
(21:04):
It was great that we can useher as a resource and when you go
to her, ask her questions,get information, like figure out where she
learned all this stuff from because she'dbeen a banking for years. Okay.
Great when she unfortunately had to leavethe branch because of some personal issues,
and she wasn't she wasn't like dyingor quit or got fired or anything,
(21:30):
but she took like two to threemonths off. We struggled. We struggled.
I had to pull out every everydesk manual, every PPP PPG guide,
policies, procedures, guidelines. Ihad to pull out everything, every
piece of paper that I can findon how this branch is supposed to be
(21:53):
run, what corners were being cut, what was supposed to be reviewed,
what was supposed to be signed off, who had sign off authority, who's
coaching who. It took about twoand a half months to get it finally
going, but we were we werein trouble. We I mean without her
being there, and we didn't reallyhave like a solid branch manager. This
(22:17):
guy was just like, hey,I'm a branch manager, Like let me
sit in my office and talk withthis client for three hours. Like it
wasn't really like an effective leader likein the branch. And so as the
lead teller backup, I had tolearn. I had to learn everything.
And I was like, Nope,I'm not doing this with me being the
only person, because no, I'mnot. I want to be able to
(22:41):
take days off. There's gonna bedays when we're not here and people need
to be able to function. Soany role that I have gotten into,
I'm like we need to break silos, like all these siloed conversation about what's
going on, who's doing this,who's doing that, and then we're gonna
start rotating responsibilities. It sucks whenyou're in a position where all the knowledge
(23:03):
of how everything functions is with oneperson and you hope and pray that that
person is not being sold to thehighest bidder, right right, because any
other any other industry, you know, financial institution, business corporation can come
and say, hey, I wantto double your salary because I see the
value that you bring. Peace,Like, I don't have any loyal to
(23:26):
ce'all out, and so I'm justlike I even in this, even in
the role that I am, nowthere were a bunch of siloed conversation,
as a bunch of siloed information,a bunch of siloed projects, And I
was like, we need more thanjust two hands in certain things, because
if this person decides to take vacation, who's going to do it right?
(23:52):
You know, into a whole thingwhere it's a two week prep for that
person's two week vacation. Right rightnow, we're now we're spending extra time
doing Now we're spending extra time doingwhat is it called, like the whole
training, it's montage and just hopingthat this person retains it for the next
(24:12):
week and knows who they can goto looking and learning how to read the
certain things and understand PPGs, understanddes manuels, understand SLPs so that they
can get through it. And it'slike no, no, no, no
no. It should be ongoing training. It should be ongoing information that is
disseminated across the team. But havingit all stored in one place it doesn't
(24:37):
work. It does no, especiallyespecially if you're more than a five person
team. Yeah, more than oneperson should know how to do a thing,
like oh, yeah, that's theyou know, that's that's the other
guy. He only knows how todo others. Well, yeah, if
if that guy knows how to doother than that's a specialty, that's great.
But somebody should be apprenticing him tounderstand and how to do microwaves or
(25:02):
how to do refrigerators or how tobuild tables or name is refrigerator. Rob
Okay only focuses on all the fridges, the mini fridges, the deep freezer,
anything you didn't watch the Office,I not yet, It's on my
list. Of things to work.I was gonna say Rob Vance Vans refrigeration,
(25:22):
and I was like, you haveno idea? Started I started community
if you like last week and JoelMcHale from the Soup and stuff, And
you probably didn't watch the Sup thetall white guy yes with the hair plug.
Um, I thought, yeah,if you me and me and Jordan
(25:45):
used to watch the Soup on E. Um, sorry, we're gonna take
a pop culture break for a second. Um, me and Jordan used to
watch the Soup on e And whenit first started, yeah, it was
the soup. So back in theday was talk soup. Then they brought
it back as the Soup. Joemchall was the host. He was funny,
but he had a hairline that waslike what mine would be like if
(26:06):
I grew my hair up fuzzy.And then all of a sudden he came
back, maybe like two or threeseasons in and it was like, whoa,
he has hair that's not It waslike a Jamie Fox situation. I
remember that picture of Jamie Fox hairlinewhere it kind of came in and did
that. I don't know what thatwas supposed to get away, but um,
(26:27):
yeah, sorry Joe mchaell if you'relistening. But um, yeah,
I started Community last week because oneof my co workers told me that it
was a good thing to watch.I didn't realize that it was a community
college type show. Yeah, Community, I watched. I just realized.
I watched a few seasons on myway to I watched The Musians on my
(26:48):
way. I stopped at my brother'shouse on my way from North Carolina to
Texas and he was watching it andI was like, what is this show?
And I and I didn't realize that'swhere evente Nicole Brown, Um,
that was she was on that show. And I only knew Nicole Brown.
(27:08):
It's so sad to say, becauseshe was so obsessed with the Walking Dead,
like she has no books, nobooks. Yes, they would bring
her to the Talking Dead, um, and she would talk with the host
like regularly. Um. And Ididn't know that's where because I would always
(27:29):
see the meme of the Lord's Destinyand I was like, where is it
from? And um, I watcheda few episodes and I can see why
people will find it funny. It'snot like, um, mockumentary or anything.
Yeah. Um, and it's funny. It's fun to see Troy,
which is childish Gambino or Danelan DonaldGlover. Um, Donald Glover's character just
(27:56):
be a silly, happy guy.Like it's just like he didn't have to
be so serious, especially as likea black man. He doesn't have to.
He doesn't have to be stupid orsimple or no kind of trooper or
anything that he is. Right,it's just okay, he's a student at
the school. Yeah, there weresome things like my coworker when she asked
(28:18):
if I watched it, and whenshe suggested it because I work at a
community college, she was like,Um, in the later seasons, there's
a lot of stuff that really hitshome and like reminds you a lot of
some of our students, reminds youof um, just like some of the
administrative stuff that we're doing that's goingon, which I have some stuff to
tell you about that later on too. Sorry, that's reserved for that's a
(28:41):
that's a J and L conversation everyone. Um. But um. When she
was telling me that, I waslike, okay, dude, I want
to watch it if it's gonna remindme of work, right, but it's
nowhere near as um. It's it'spolished it's very polished. We'll leave it
no place. Yeah, yeah,it doesn't. It doesn't remind me a
(29:03):
lot of my community college experience.And it doesn't have that community college grit
to yes, yeah, especially beinga commuter student. You don't have that
random student just randomly walking by abuilding just screaming curse words. Right,
But I can see why people wouldthink that it's a good, polished version
of community college. Everybody looks verylike everybody, less well fed, slept
(29:30):
professional. It doesn't look like anystudents or sleeping on the streets or anything,
you know, right, Yeah,it doesn't become they have like troubled
lives outside of the classroom. Yeahright, Yeah, But I think I
haven't. I haven't gotten into watchingit um because it didn't really like pull
from me. But now I'm kindof thinking maybe. But I have like
(29:52):
so many shows that I have toget one. I just started. I
just watched the first episode of WhiteLotus today and I don't even know what
I've I have heard of it.I have heard yeah, HBO and keeps
trying to me Bill Maher and BillMaher and White Lotus, and I was
like, I feel like your algorithmis messed up, because when have I
(30:15):
ever watched the show? Something isoff right, Like clearly you watched one
thing or put one thing in yourlist that gave the wrong impression of who
you are and what you're about.Sometimes maybe I don't watch watch HBO Max
and them, because when I dolog onto HBO Max, it's typically to
(30:36):
get the full episode of the JohnOliver Show last week tonight, but or
like Scooby Doo or any of thecurrent network stuff. But at no point
did Bill Maher ever get typed intoany search bar. That'll happen sometimes with
my um TikTok algorithm, what I'lljust be scrolling. I'm like, okay,
I'm seeing too many like people withkids, sorry people with children,
(31:02):
but I'm seeing too many babies inhere and stuff. Something took a turn,
like where videos where do the peoplefalling down the stairs? This is
not my content? Like when ohwhen YouTube, I know we have taken
like a such a time, We'regonna bring it back to the manager as
a manager of storts. So whenwhen YouTube started showing me like staunch black
(31:29):
conservatives, I remember your concern whenyou brought that up to me, you
were like Okay, I was listeningto what one specific person was saying,
but they're showing me a lot ofstop. I was like, what did
what? But if you think aboutit, that's how people get sucked into
those like that extremism stuff. Butyou had the Yeah, a lot of
(31:52):
people don't have the wherewithal to thinklike, Okay, this programming is telling
me and trying to push this specificthing onto me. Why is it trying
to do this? People just gowith it like oh, I like this
country, I want more, Iwant more, And then they find themselves
in that that whole of just whateverperspective it is, they find themselves in
(32:13):
that hole of Jens echo chamber.And whether you trying to figure out where
banana putting came from, or you'retrying to understand what happens in the Netherlands,
or if you're trying to did youbelieve putting out? No? Now
I got to google that later on. I know it's an American thing,
but now I got to research itor like even especially especially in politics,
(32:35):
like everybody makes everything so political.Um, I finally got out of the
whole of which I don't know howit keeps trying it keeps trying to sneak
back in, but I keep like, do not recommend Channel, do not
recommend Channel? What especially when theywere doing the whole black women against Black
men thing, when they were doingthe whole Andrew tap thing or Kevin Samuel's
thing or extremely polarizing things. It'sso polarized, Like it's just like,
(33:01):
why are we want to? Like, I just want to hear balanced commentary
from a person who is not ragingfrom their basement, like why are we?
Why are we doing this? That'swhat frustrates me about a lot of
content on all the social media sites. Everything is just this or that.
And we've talked about that before,that false echotomy that always comes up.
(33:22):
I hate that it feeds into thathyperbolie that I see all the time in
social media where everything is just bestsong ever. And then it's like,
Okay, now this is best songever. And then it's people going against
each other. But everything is justso polarized. There's no room for conversations
(33:43):
where there's gray area. It's justthis is my belief, this is what
I'm holding onto. Okay, let'sfind someone with an opposite belief and just
pit them against each other. LittleBrown. It's just so we can have
buzzwords and just have different, differentclips that we can share. Right.
Um, it's just as I thinkthat we have gotten so used to talking
(34:05):
to a camera from our own perspectivethat we neglect to actually hear what someone
else is saying yea, and noteven just hear what they're saying to respond,
but just let us sit with youfor a second to hear it,
to process it, to analyze itin your mind and then formulate a response
instead of just reacting. Everything isreaction. Yeah, somehow us over the
(34:31):
last two days, my YouTube algorithmis now back to UM West African Food
and Builders, UM woodworkers, LikeI'm back on back on the woodworkers bandwagon
of just like how did he waita minute? Now, send me some
of those woodworker videos. Actually minute. I don't plan on building a deck,
(34:54):
but just watching you do it,it's just amazing. Right, It's
like, especially the wood turning people. Oh I am mesmerized. Oh how
do you How does your brain knowwhat's happening in so? Yes, So
I feel like watching watching people build, watching people do this, instead of
(35:15):
like somebody who was just sitting intheir car ranting about how children, men,
women, Republicans, Christians, Muslimsor whomever like are bad people and
I'm like, or the best thingever. And it's like, can we
stop using like extreme superlatives because thingscould just be good? Yeah, like
(35:36):
you can, you can like thething that's okay. You don't have to
make it like everything can't be thebest thing that you've ever done. Everything
can't be iconic legendary. Right,we have to have some bahaman out there.
Okay, there's gonna be some bahamanwhere it's like, Okay, there's
a good not a good moment.I want to say a good moment because
(35:58):
it was a horrible That was twothousand and one, I think, I
think so. Yeah, I thinkit was like two thousand and two thousand
and one something like that. Yeah, I'm pretty sure two thousand and one.
Yeah, yeah, that was thatwas my jam for a minute.
It was two thousand. It wastwo thousands. Really, wait for which
(36:19):
one? But who let the DogsOut? Oh? No, that Who
let the Dogs Out? Was ninetynine. I thought you were seeing.
I thought. When I hear bahaman, I don't hear um. I don't
hear who let the dogs out?I hear best years of our lives with
Shrek, and that one came outBelieve Okay, yeah makes me one.
(36:43):
I dance. It's a new romance. I love that song, and so
that was my jam for a verylong time, clearly. Yeah. But
I feel like just being a leaderit's something that people should people really should
take it to generation. All thethings that it takes to be one.
(37:05):
It's a great segue. Yeah,you know, I just a leader.
It's not it's not just a titlelike it's it's an active service. Yeah,
And it's not just one specific role. It's an understanding of people how
they operate in anticipating how they operatein certain situations. Like some team members
you know are gonna crash if youask them to answer the phone. You
(37:29):
know it's not going to go well. They may try to do it,
but I'm one of those team members. I'm not good on the phone.
I make it known to people.I'm not good on the phone. But
I can do what I need to. But I know that there are stronger
people on our team that can dothis, so I pick up the slack
elsewhere. So leaders need to havethat understanding of how you can pull things
from one place, put in anotherplace, to keep this team strong,
(37:52):
keep everyone feeling good. Yeah,you can push people, but one thing
I have learned, well, there'smany things that I have learned, but
this thing is people are going tohave a narrative that you may not always
agree with, right and which theiractions may not always agree with. But
(38:15):
if they think they can't do something, there's nothing you as a leader can
do to convince them of such likethat's something they have to really like break
down in that narrative. You cankeep telling them, hey, you know,
you're doing a great job, andthey're just like, oh my gosh,
I suck, I suck, Isuck, And they're sitting with their
thoughts twenty four seven and you seethem maybe seven hours a day. Right.
(38:38):
And then there's also people who cangive it their all, give it
their best, and they still don'treach even the baseline level of success in
that position. And you as aleader have to understand that to weigh them
differently because maybe they are doing theirbest, maybe they are trying as hard
(38:59):
as they can and this is justnot the role for them, and it's
not a not a way to likekick them to the curb or treat them
to trash. Just let's let's redirectwhere we're putting this. Where we're in
this energy because it's good. Youcan achieve success. This is just not
the space that you're going to doit in. Because you can try and
(39:20):
do everything the right way. Youcan try and do everything to the best
of your ability and still not reachthe mountaintop. Yeah, it just happens
like that. So I encourage allof you out there who are looking to
be leaders, or if you areleaders and you're like, I don't I
don't know how to be a big, a good leader. Get feedback from
your team, get feedback from youremployees, from your peers, your kids.
(39:42):
Parents are ladies, if you haveif you have kids, if you
know, whatever industry you're in,your first manager, Yeah, be willing
to accept responsibility, criticism, allthat other stuff. That is where you
can start to be more of alearner and be more open to be better
as a leader. She said,SIPs water and with that, Jason me
(40:09):
plug away, TikTok, Instagram.The other one's Twitter actually YouTube too.
I have my new YouTube handle now, so I claimed my JJ underscore a
Newberry handle on Twitter or on Yeah, you should do that because I'm gonna
grab it if you don't. Um, okay, no I won't, but
(40:32):
um yeah, all the socials jJJ oh my goodness, George George Joy
Joy JJ underscore a new Berry andall the socials. Instagram, Twitter,
TikTok, catch me there two videos. I have two videos on TikTok.
(40:52):
Now look at you, look atme, look at me, but only
twice because they're only two videos.Lets you watch it repeat competitively, and
then you only see the tik thays, but one of them is missing.
But it's okay, you're not wrong. After you follow Jason, please make
sure to follow the podcast wherever podcastsare found, especially where you find this
(41:14):
one, because I mean if sugYouTube, subscribe, If it's on Amazon
subscribe, if it's on Apple Music, subscribe Google Podcasts. Wherever you find
it, share it with a friend. We're also on social media take Space,
Pete od the sake Space pod onFacebook, Instagram, Twitter, Facebook
and Facebook, Instagram, Twitter,TikTok, and YouTube. So thank you
(41:37):
very much for your support. Wedefinitely appreciate you. We'll see you all
in a few weeks because we're gonnabeing the time with our favors holidays.
Oh, I'm so excited for yourmother. All right, y'all, thanks
so much for listening. I hopethat you all have a great, wonderful
day. And if we don't seeyou before Thanksgiving, you know, if
(42:00):
you celebrate, especially because we don'treally celebrate Thanksgiving, we just get together
because everybody got the day off,right, It's just it's just family at
this point, so you know,make sure, make sure to love all
your loved ones, Tell people youlove them as often as you can,
and we'll see all next side.Bye bye,
That much of it. Time watcher, We're gonna jump right into this.
Welcome everybody to another episode of Takea Space Podcast. I'm your Hostla,
joined by my costage. He said, Hello, am I in trouble.
She's going to jump right into it. I'm about dragged and rid in that
order. No, I just Ijust want to I one, I didn't
(00:24):
really have like a real banter icebreaker, but two, I really wanted to
jump into this whole leadership thing becauseI feel like so many people want that
title and very few people want toactually do the work to become a leader.
And those who are who leader arein those spaces of being a natural
leader. Most of the don't evenwant because they know the responsibility that it
(00:46):
comes with. Like you're responsible foryour team, You're responsible for the job,
You're responsible for how you advocate foryour team, You're responsible for the
business line or whatever it is,whether it's a sports sports team or in
a professional setting, things like that, And it's a lot of responsibility to
be a leader, whether you area team lead a man. It's not
(01:07):
just about micromanaging and telling people whatto do. It's making sure that you
have the people in place that youcan trust to do their job. Not
that you like trust them because MYthing is always trust but verify. But
it's like having the people in placeto perform the role to the best of
(01:30):
their ability. Yeah. My eyesjust went because I deciple are out of
your back. Yeah it Oh mygoodness. Okay, that wasn't supposed to
happen. Yeah, So I thinkmy I think my thing is and I
had and I know I talked aboutthis before, but so many people just
(01:52):
want that title as is part oflike there you know, they're hubrists,
their pride, their arrogance, therewhatever. Yeah. Yeah, but that
title carries so much weight, especiallyif you're doing it right. Yeah.
I've always been the type that,like I would prefer to lead in the
background, like I don't need theactual um recognition for it. Really,
(02:16):
you that may age is that maybe like a m under evaluation of myself,
not like not valuing what I wantin that moment with being the leader.
But I've always been somebody that's justlike, Okay, I'm good with
sort of steering the boat, butletting somebody else be the face of whatever
is going on. Um, That'show I've always been. But to go
(02:38):
on No's. That's really interesting becauseespecially when I led study groups and things
like that, um, and Ijust remember it like when I when I
really had this, it was Ialways called it like my superpriwer. I
didn't always call my superpower, butlike, especially looking back, like that
(02:59):
was absolutely my suple power. Beingable to pull people together, delegate responsibilities,
having everyone feel appreciated and empowered,and especially rallying them together and willing
to take on whatever task. Andthen it was so natural to me that
by the time I was like,well I could take on this role,
(03:22):
someone was like no, no,no, you've done enough, and I'm
like, all I did. Willsay some stuff like I feel like I
should have like a part of this, and they're just like, no,
that was your part, Like that'swhat. And I was like, I
could just tell people what to do, but I want to pay for that.
Let me get my hands dirty.But it's but I think it's I
(03:44):
think for me it was once Imatured, it was more than just telling
people what to do. It wasbeing able to see a project flourish.
You know, whether whether I builtit or came in in the middle of
it or revamped it. I justwanted to see project be great. So
being a part of a group wherewe can say, Okay, I know
(04:06):
that I know that you used tobeing in the front, but you're not
really good in that space. You'regetting stagnant. Let's move you to this
space or this is not the spacethat is okay, So you really don't
like this area, Let's move youto an area that you actually like.
Getting to know the team, gettingto know what their strengths and opportunities are,
Understanding what are some triggers, especiallyunderstanding triggers that that takes a certain
(04:31):
level of emotional intelligence, and itmakes and it makes more sense to know
more about yourself so that when peopledo have reactions that are not so positive,
did right the people that I wouldhave dragged chapter one? Oh my
(04:57):
gosh. But yeah, when theywhen their reactions are not so positive,
you can kind of separate your emotionsto say that, Okay, this person
is not they're reacting poorly in thesituation, but it's not against me,
whether they like it, whether whetherit is about me or not. I
make sure that it's like role focused, so that I stay role focused,
(05:19):
that I'm not reation. This isa role reaction. Yes, yes,
because that helps me to kind ofredirect, especially if they're saying, you
know, because I had Okay,I know I'm doing a lot of talking,
but I have to tell the story. Talk to me. When I
(05:40):
first became a team lead team leadat a bank in a branch leading the
teller's working in the role of themanager when the manager was on paternity leave,
I had an older teller who hadbeen in her role. She might
as well have been a pillar inthe bank because she had been there for
so long. Um. And nota pillar in the community like a good
(06:02):
thing. No, she was partof the sheet rock holded up the bank.
She founded the bank concept of banks. But she rallied to her and
two other people to be against me. Um, and I got and I
got the job. You know,I got the job. I applied for
(06:23):
it, I wanted it, Iwas ready for it. And um.
One thing I can't say, shenever she never made me cry. She
kissed me off, but she neverbade me cried. Um. This lady
took it upon herself to tell methat I was only second best because they
offered the role to first and becauseshe didn't take the role. It was
(06:46):
like I was second best, right, And I said, but who's here
right now? You obviously weren't goingto do it, and you've been here
for what ten years? No,still still part time, that's what.
That's what we're doing. No growthat all, just doing the same thing
every day. Cool, all right? And then then she texted me one
(07:13):
night and I'm so glad I gotrid of these messages. She texted me
one night, she said, andshe admitted she had a few beers and
texted me that I was because ofI was a person that didn't take bs
if she showed up late because shecame three hours late. Oh you know,
my son did this, my husband'sdoing this, and everything's crazy at
(07:34):
home. I'm coming three hours late. Well, this is the second time
you've done this this week, andother people have to work overtime. So
I need you to stay well Ican't stay okay, So we need to
readjust your schedule because you keep comingin late and all this other stuff.
Talked to her about her performance.We got security points off because she left
her drawer and computer opened and unlocked. She didn't check IDs like she was
(07:58):
supposed to check them anytime. Weimplemented any enhancement to any process or procedure.
She was always the first one moaningand groaning, and it was it
was such a pay to work withher. She was essentially my first workplace
bully, and I never saw heras a bully. I just was like,
you can't take her, this oldwoman, just a nuisance. She
(08:24):
yeah, she is. But shetexted me and she was just like,
you're the weakest link in the branch. The only reason why we're actually surviving
is because of me. Like,you don't know what you're doing, You're
making all these poor decisions, andlike, yes, she wentstile work environment.
See when I tell you she wentand and nobody fought for me.
That's a sad thing. Like Inow know that I should have taken that
(08:45):
straight to HR, but I triedto trust my leadership team, but they
were all about politics and they didn'twant to take any action. And I
was just like, so I pulledher into the office and I said,
you will never text me again unlessit is work in an emergency, and
then that at that point you needto call me from the branch because you
will never text me again. Um, And she was just like, well,
(09:07):
I didn't curse in it. Youcan be nasty and not curse.
Like sometimes it can be worse thancursing if you're right. So nobody ever
reprimanded her. Um. I waslike, there's no there's no future in
retail. I'm not dealing with pettypeople who are going to stay stagnant for
(09:31):
decades at a time. Like I'mnot, I'm not dealing with that.
We're clearly not going in the samedirection. Taking her frustrations right, and
I'm it's like no, and heroh, her perfume was so oh gosh,
I would get into the petty parts. It was so bad. But
her attitude, like as a leader, that really helped me to not take
(09:56):
what people are saying personally because sheshe take me off so bad. One
day I was just in the backroom. She would complain that I would
not come to the front to helpout, But anytime I came to the
front to help out, you no, no, no, no, I
got it. I got it.And I'm like, we're not doing It's
just something to complain about. Butas that was my first experience as a
leader in that year, that yearwas that year was rough. That year
(10:24):
was rough for about for about sixmonths and I staged this was in Texas.
Yeah, it's always Texas man.Yeah, it was just and it
was it was people don't think aboutThey only think about having the title telling
people what to do and think thatpeople are going to get in line and
things like that. But if youdon't think about like, um, if
(10:46):
you don't make a collaborative environment,I say it that way, and it's
more like a dictatorship where you're somekind of authoritarian who tells people what to
do without considering their workload, theircomp capacity, whether or not it's even
feasible, isn't going to achieve thegoal that you're trying to achieve if there
are any other paths that we cantake to get there, then as a
(11:09):
leader, you won't be as successfulas you think you are. Yeah,
you won't be effective. There's there'sbeauty in being a leader that can m
yeah what is the word, um, delegate delegate tasks and stuff, but
also stepping back and listening and understandingwhere your own weaknesses are. And I
(11:33):
think strong leaders recognize, like theycan see weaknesses and strengthen people and so
that way they can balance the teamand leading that way instead of just oh,
do this, do this, dothis, do this. That's that's
not even fun for me as aleader. Like in the leadership positions that
I've had, it's more or let'scollaborate, let's communicate, Let's see what
I can learn from you and whatyou can learn from me, and how
(11:54):
we can put it together and makethe path even better or make the approach
even better for whatever we're working on. I think that's a good thing when
you can be that kind of aleader who expects to learn from their team,
because some people think like I'm inthis position because I have it all
(12:16):
together to know it all the homehonor right right. There are teachers that
are like that, And that's oneway that I look at that. I've
always looked at it. The teachersthat I've had will not even think the
teachers that i've had the Like whenI had my legislative internship, both of
my supervisors they were always asking us, even as interns, even though they
(12:39):
had like probably forty years of experiencebetween the two of them, they were
always asking us interns who were justgoing to be there for one year,
just out of college. They wereasking us how to do things, how
we would improve things. Even asa teacher. For myself, I'm always
going into my classrooms making sure thatI'm not standing in front and just telling
students what to do. I'm tryingto encourage them to lead the class in
(13:03):
their own way and stuff. Becausein any capacity where there's a power power
balance is going to happen. Ifyou're just the person that's just they're just
telling people what to do, there'sgoing to create resentment, and then you're
going to lose people their interests.You're going to lose their will to actually
want to contribute to the team ina meaningful way. It's interesting to me
(13:31):
how some people see leadership. Anotherand another side that I do want to
talk about is the side of aperson has done well at their job and
they think that if they can justdo their job well, they can move
it to a leadership position. Youknow, I have come across these so
(13:54):
many different times, and it tooksomeone in the process of learning five different
roles to tell me that if Iwant this next role, I have to
know how to do my job,their job, and the other department's job
that I'm connected with at this point, and I was just like, you're
absolutely right. But some people getpromoted. And I don't know what's going
(14:15):
on with these companies, but ifyou are in a leadership position at a
company, can we do better atpromoting people who are just because they're good
at their job, Like they haveexceeded all expectations because they're good at their
job and they just consistently stay goodat their job. Now they're trying to
be a manager, and that doesn'twork because you don't know if they have
(14:37):
the people skills, the emotional intelligence, the wherewithal to delegate. Because what
I have found is that a lotof these people get promoted into supervisor,
team lead, assistant manager, manager, and they're still doing the work of
their employees. There's not a realstep back, big picture thing where they
(14:58):
have to look at the big pictureand how that's going to happen. They're
more into the weeds of everything that'sgoing on from a very low level to
say I'm the one who has tohold everything together. Yeah, it's like,
no, you have to learn totrust your team. You put the
people on the right spaces. AndI actually just had a conversation with somebody
about this a week or so ago, and I'm like, if you get
(15:22):
put in that position where you canbe promoted, you should probably take on
a mentor take some leadership courses.Understand yourself as far as your emotional intelligence,
your confidence, your skills, thingslike that. There's a lot of
(15:43):
things that you need to really thinkabout because these are the things that you're
going to keep coming against as aleader. Yeah, and if you don't
nip these things in the bud,then what I found is that some people,
especially when people please just get promoted. Oh my cars, when people
(16:03):
please just get promoted, I feelso bad for the team because that person
will stop taking vacation, working lunches, work over time, be the first
one in, last one out,and do everybody's work, be everybody's support
person. And then at the endof the day, this person is like
(16:26):
really burnt out, but they thinkthey're actually like, I'm keeping the team
together, keeping the team to getthriving. Team is thriving. I'm happy
that I've never fallen into that trap, even as a people pleaser. For
me, when with anything to dowith work, my people pleasing, it's
not really about them. It's moreabout how can I make as much money
(16:51):
as possible. As bad as itselflike even when I was teaching three classes
mentoring three, or teaching two classes, mentoring three classes and then two during
the Writing center that was a semesterwhere like one of my person that was
the chair of the English department atthat time, actually she was like,
you gotta start saying, you know, and I'm thinking of my mind is
okay If I say no, Idon't get paid and I'm not doing it
(17:15):
for you guys. I'm doing itbecause I might not get classes next semester.
But like in my current role,I'm like, if I'm supposed to
start at nine thirty, I'll startworking at nine thirty one. And if
I'm supposed to get off at seven, I'll start working at seven on one,
just so I can be sure that, like I do not go over
(17:37):
what I'm supposed to work. IfI start thirty minutes early, I take
an hour lunch instead of thirty minutes. If I don't take any of my
breaks, I take an hour oflunch instead of instead of working later,
getting off earlier or something. I'mvery mindful of what I put into jobs,
because, like we've talked about extensively, I don't believe even work.
(18:00):
I'm very much anti work. Idon't like the idea of having to report
somewhere. Yeah. I like money, don't get me wrong. Um,
I like I like things. Ilike being able to get things. I
like the things that money gets.Yeah, I'll say that. I like
I like you. I like whatI can get for money. I like
that money can keep me in thehouse. But I digress. Um But
(18:22):
yeah, I've never run into thatproblem personally with myself where I feel like
I have to do stuff just tokeep the um our team afloat. But
I see it in my coworker coworkers, probably like two or three of
them, and I'm just like,dill it back. They don't care about
you like that, they really don't. And the team do not care about
(18:48):
you. You are expendable, andthe team we're gonna do all right,
Like if you take a day off, we will be fine. One of
my co workers who like, shetrained me and stuff, and she's like
the person who's like sort of onmy level but sort of like a little
a book because she has way moreexperience than me in this field or in
this particular role. She basically tookabout like two weeks off, like maybe
(19:11):
a Tuesday Wednesday, Thursday, andthen Tuesday, Wednesay, Thursday the following
week, and everybody was just likein a tizzy, like, oh,
what are we gonna do? She'sgone, What are we gonna do?
I'm just like, it's probably notthat big of a deal, but also
like, why are we putting it? Why are we putting so much on
her that it's like if she takesa few days off, the ship is
at risk of going under, right, Like that's not good leadership. It
(19:36):
shouldn't be that if you removed fromthe situation, everything's gonna fall apart.
It should be Okay, I'm takinga few days off. You guys know
what to do. You guys knowhow this runs. Anything out of the
ordinary turns up, we can planfor that, but otherwise, you guys
know what to do. I shouldn'thave to worry about it anything. Yeah.
(19:57):
So yeah, but we gonna sayyou look at you have something to
say. I have a lot tosay. I have a lot to gool
Okay, So back to Texas beforeI took it on the leadership role.
I know, I know, Italked about the story before. No,
it's a different lady. Before beforeI took on the leadership role. The
(20:18):
interesting thing is the interesting thing isI just thought about this when I first
got to that company. That ladywas considered my mentor because you have to
train with someone for two weeks beforeyou go to your home branch. And
she was considered my mentor for thosetwo weeks. And I was like,
this is why I didn't learn anythingfrom you. And first Lady Lady,
(20:40):
the lady who was considered my workplacebully like I was, I was her
mentee. And then a year laterI became her supervisor, the founder of
the bank. Okay, But beforeI got to that branch, Um,
I really, I mean I sawin real time how one person having all
the knowledge and being the person thatwe lean on was a terrible thing.
(21:04):
It was great that we can useher as a resource and when you go
to her, ask her questions,get information, like figure out where she
learned all this stuff from because she'dbeen a banking for years. Okay.
Great when she unfortunately had to leavethe branch because of some personal issues,
and she wasn't she wasn't like dyingor quit or got fired or anything,
(21:30):
but she took like two to threemonths off. We struggled. We struggled.
I had to pull out every everydesk manual, every PPP PPG guide,
policies, procedures, guidelines. Ihad to pull out everything, every
piece of paper that I can findon how this branch is supposed to be
(21:53):
run, what corners were being cut, what was supposed to be reviewed,
what was supposed to be signed off, who had sign off authority, who's
coaching who. It took about twoand a half months to get it finally
going, but we were we werein trouble. We I mean without her
being there, and we didn't reallyhave like a solid branch manager. This
(22:17):
guy was just like, hey,I'm a branch manager, Like let me
sit in my office and talk withthis client for three hours. Like it
wasn't really like an effective leader likein the branch. And so as the
lead teller backup, I had tolearn. I had to learn everything.
And I was like, Nope,I'm not doing this with me being the
only person, because no, I'mnot. I want to be able to
(22:41):
take days off. There's gonna bedays when we're not here and people need
to be able to function. Soany role that I have gotten into,
I'm like we need to break silos, like all these siloed conversation about what's
going on, who's doing this,who's doing that, and then we're gonna
start rotating responsibilities. It sucks whenyou're in a position where all the knowledge
(23:03):
of how everything functions is with oneperson and you hope and pray that that
person is not being sold to thehighest bidder, right right, because any
other any other industry, you know, financial institution, business corporation can come
and say, hey, I wantto double your salary because I see the
value that you bring. Peace,Like, I don't have any loyal to
(23:26):
ce'all out, and so I'm justlike I even in this, even in
the role that I am, nowthere were a bunch of siloed conversation,
as a bunch of siloed information,a bunch of siloed projects, And I
was like, we need more thanjust two hands in certain things, because
if this person decides to take vacation, who's going to do it right?
(23:52):
You know, into a whole thingwhere it's a two week prep for that
person's two week vacation. Right rightnow, we're now we're spending extra time
doing Now we're spending extra time doingwhat is it called, like the whole
training, it's montage and just hopingthat this person retains it for the next
(24:12):
week and knows who they can goto looking and learning how to read the
certain things and understand PPGs, understanddes manuels, understand SLPs so that they
can get through it. And it'slike no, no, no, no
no. It should be ongoing training. It should be ongoing information that is
disseminated across the team. But havingit all stored in one place it doesn't
(24:37):
work. It does no, especiallyespecially if you're more than a five person
team. Yeah, more than oneperson should know how to do a thing,
like oh, yeah, that's theyou know, that's that's the other
guy. He only knows how todo others. Well, yeah, if
if that guy knows how to doother than that's a specialty, that's great.
But somebody should be apprenticing him tounderstand and how to do microwaves or
(25:02):
how to do refrigerators or how tobuild tables or name is refrigerator. Rob
Okay only focuses on all the fridges, the mini fridges, the deep freezer,
anything you didn't watch the Office,I not yet, It's on my
list. Of things to work.I was gonna say Rob Vance Vans refrigeration,
(25:22):
and I was like, you haveno idea? Started I started community
if you like last week and JoelMcHale from the Soup and stuff, And
you probably didn't watch the Sup thetall white guy yes with the hair plug.
Um, I thought, yeah,if you me and me and Jordan
(25:45):
used to watch the Soup on E. Um, sorry, we're gonna take
a pop culture break for a second. Um, me and Jordan used to
watch the Soup on e And whenit first started, yeah, it was
the soup. So back in theday was talk soup. Then they brought
it back as the Soup. Joemchall was the host. He was funny,
but he had a hairline that waslike what mine would be like if
(26:06):
I grew my hair up fuzzy.And then all of a sudden he came
back, maybe like two or threeseasons in and it was like, whoa,
he has hair that's not It waslike a Jamie Fox situation. I
remember that picture of Jamie Fox hairlinewhere it kind of came in and did
that. I don't know what thatwas supposed to get away, but um,
(26:27):
yeah, sorry Joe mchaell if you'relistening. But um, yeah,
I started Community last week because oneof my co workers told me that it
was a good thing to watch.I didn't realize that it was a community
college type show. Yeah, Community, I watched. I just realized.
I watched a few seasons on myway to I watched The Musians on my
(26:48):
way. I stopped at my brother'shouse on my way from North Carolina to
Texas and he was watching it andI was like, what is this show?
And I and I didn't realize that'swhere evente Nicole Brown, Um,
that was she was on that show. And I only knew Nicole Brown.
(27:08):
It's so sad to say, becauseshe was so obsessed with the Walking Dead,
like she has no books, nobooks. Yes, they would bring
her to the Talking Dead, um, and she would talk with the host
like regularly. Um. And Ididn't know that's where because I would always
(27:29):
see the meme of the Lord's Destinyand I was like, where is it
from? And um, I watcheda few episodes and I can see why
people will find it funny. It'snot like, um, mockumentary or anything.
Yeah. Um, and it's funny. It's fun to see Troy,
which is childish Gambino or Danelan DonaldGlover. Um, Donald Glover's character just
(27:56):
be a silly, happy guy.Like it's just like he didn't have to
be so serious, especially as likea black man. He doesn't have to.
He doesn't have to be stupid orsimple or no kind of trooper or
anything that he is. Right,it's just okay, he's a student at
the school. Yeah, there weresome things like my coworker when she asked
(28:18):
if I watched it, and whenshe suggested it because I work at a
community college, she was like,Um, in the later seasons, there's
a lot of stuff that really hitshome and like reminds you a lot of
some of our students, reminds youof um, just like some of the
administrative stuff that we're doing that's goingon, which I have some stuff to
tell you about that later on too. Sorry, that's reserved for that's a
(28:41):
that's a J and L conversation everyone. Um. But um. When she
was telling me that, I waslike, okay, dude, I want
to watch it if it's gonna remindme of work, right, but it's
nowhere near as um. It's it'spolished it's very polished. We'll leave it
no place. Yeah, yeah,it doesn't. It doesn't remind me a
(29:03):
lot of my community college experience.And it doesn't have that community college grit
to yes, yeah, especially beinga commuter student. You don't have that
random student just randomly walking by abuilding just screaming curse words. Right,
But I can see why people wouldthink that it's a good, polished version
of community college. Everybody looks verylike everybody, less well fed, slept
(29:30):
professional. It doesn't look like anystudents or sleeping on the streets or anything,
you know, right, Yeah,it doesn't become they have like troubled
lives outside of the classroom. Yeahright, Yeah, But I think I
haven't. I haven't gotten into watchingit um because it didn't really like pull
from me. But now I'm kindof thinking maybe. But I have like
(29:52):
so many shows that I have toget one. I just started. I
just watched the first episode of WhiteLotus today and I don't even know what
I've I have heard of it.I have heard yeah, HBO and keeps
trying to me Bill Maher and BillMaher and White Lotus, and I was
like, I feel like your algorithmis messed up, because when have I
(30:15):
ever watched the show? Something isoff right, Like clearly you watched one
thing or put one thing in yourlist that gave the wrong impression of who
you are and what you're about.Sometimes maybe I don't watch watch HBO Max
and them, because when I dolog onto HBO Max, it's typically to
(30:36):
get the full episode of the JohnOliver Show last week tonight, but or
like Scooby Doo or any of thecurrent network stuff. But at no point
did Bill Maher ever get typed intoany search bar. That'll happen sometimes with
my um TikTok algorithm, what I'lljust be scrolling. I'm like, okay,
I'm seeing too many like people withkids, sorry people with children,
(31:02):
but I'm seeing too many babies inhere and stuff. Something took a turn,
like where videos where do the peoplefalling down the stairs? This is
not my content? Like when ohwhen YouTube, I know we have taken
like a such a time, We'regonna bring it back to the manager as
a manager of storts. So whenwhen YouTube started showing me like staunch black
(31:29):
conservatives, I remember your concern whenyou brought that up to me, you
were like Okay, I was listeningto what one specific person was saying,
but they're showing me a lot ofstop. I was like, what did
what? But if you think aboutit, that's how people get sucked into
those like that extremism stuff. Butyou had the Yeah, a lot of
(31:52):
people don't have the wherewithal to thinklike, Okay, this programming is telling
me and trying to push this specificthing onto me. Why is it trying
to do this? People just gowith it like oh, I like this
country, I want more, Iwant more, And then they find themselves
in that that whole of just whateverperspective it is, they find themselves in
(32:13):
that hole of Jens echo chamber.And whether you trying to figure out where
banana putting came from, or you'retrying to understand what happens in the Netherlands,
or if you're trying to did youbelieve putting out? No? Now
I got to google that later on. I know it's an American thing,
but now I got to research itor like even especially especially in politics,
(32:35):
like everybody makes everything so political.Um, I finally got out of the
whole of which I don't know howit keeps trying it keeps trying to sneak
back in, but I keep like, do not recommend Channel, do not
recommend Channel? What especially when theywere doing the whole black women against Black
men thing, when they were doingthe whole Andrew tap thing or Kevin Samuel's
thing or extremely polarizing things. It'sso polarized, Like it's just like,
(33:01):
why are we want to? Like, I just want to hear balanced commentary
from a person who is not ragingfrom their basement, like why are we?
Why are we doing this? That'swhat frustrates me about a lot of
content on all the social media sites. Everything is just this or that.
And we've talked about that before,that false echotomy that always comes up.
(33:22):
I hate that it feeds into thathyperbolie that I see all the time in
social media where everything is just bestsong ever. And then it's like,
Okay, now this is best songever. And then it's people going against
each other. But everything is justso polarized. There's no room for conversations
(33:43):
where there's gray area. It's justthis is my belief, this is what
I'm holding onto. Okay, let'sfind someone with an opposite belief and just
pit them against each other. LittleBrown. It's just so we can have
buzzwords and just have different, differentclips that we can share. Right.
Um, it's just as I thinkthat we have gotten so used to talking
(34:05):
to a camera from our own perspectivethat we neglect to actually hear what someone
else is saying yea, and noteven just hear what they're saying to respond,
but just let us sit with youfor a second to hear it,
to process it, to analyze itin your mind and then formulate a response
instead of just reacting. Everything isreaction. Yeah, somehow us over the
(34:31):
last two days, my YouTube algorithmis now back to UM West African Food
and Builders, UM woodworkers, LikeI'm back on back on the woodworkers bandwagon
of just like how did he waita minute? Now, send me some
of those woodworker videos. Actually minute. I don't plan on building a deck,
(34:54):
but just watching you do it,it's just amazing. Right, It's
like, especially the wood turning people. Oh I am mesmerized. Oh how
do you How does your brain knowwhat's happening in so? Yes, So
I feel like watching watching people build, watching people do this, instead of
(35:15):
like somebody who was just sitting intheir car ranting about how children, men,
women, Republicans, Christians, Muslimsor whomever like are bad people and
I'm like, or the best thingever. And it's like, can we
stop using like extreme superlatives because thingscould just be good? Yeah, like
(35:36):
you can, you can like thething that's okay. You don't have to
make it like everything can't be thebest thing that you've ever done. Everything
can't be iconic legendary. Right,we have to have some bahaman out there.
Okay, there's gonna be some bahamanwhere it's like, Okay, there's
a good not a good moment.I want to say a good moment because
(35:58):
it was a horrible That was twothousand and one, I think, I
think so. Yeah, I thinkit was like two thousand and two thousand
and one something like that. Yeah, I'm pretty sure two thousand and one.
Yeah, yeah, that was thatwas my jam for a minute.
It was two thousand. It wastwo thousands. Really, wait for which
(36:19):
one? But who let the DogsOut? Oh? No, that Who
let the Dogs Out? Was ninetynine. I thought you were seeing.
I thought. When I hear bahaman, I don't hear um. I don't
hear who let the dogs out?I hear best years of our lives with
Shrek, and that one came outBelieve Okay, yeah makes me one.
(36:43):
I dance. It's a new romance. I love that song, and so
that was my jam for a verylong time, clearly. Yeah. But
I feel like just being a leaderit's something that people should people really should
take it to generation. All thethings that it takes to be one.
(37:05):
It's a great segue. Yeah,you know, I just a leader.
It's not it's not just a titlelike it's it's an active service. Yeah,
And it's not just one specific role. It's an understanding of people how
they operate in anticipating how they operatein certain situations. Like some team members
you know are gonna crash if youask them to answer the phone. You
(37:29):
know it's not going to go well. They may try to do it,
but I'm one of those team members. I'm not good on the phone.
I make it known to people.I'm not good on the phone. But
I can do what I need to. But I know that there are stronger
people on our team that can dothis, so I pick up the slack
elsewhere. So leaders need to havethat understanding of how you can pull things
from one place, put in anotherplace, to keep this team strong,
(37:52):
keep everyone feeling good. Yeah,you can push people, but one thing
I have learned, well, there'smany things that I have learned, but
this thing is people are going tohave a narrative that you may not always
agree with, right and which theiractions may not always agree with. But
(38:15):
if they think they can't do something, there's nothing you as a leader can
do to convince them of such likethat's something they have to really like break
down in that narrative. You cankeep telling them, hey, you know,
you're doing a great job, andthey're just like, oh my gosh,
I suck, I suck, Isuck, And they're sitting with their
thoughts twenty four seven and you seethem maybe seven hours a day. Right.
(38:38):
And then there's also people who cangive it their all, give it
their best, and they still don'treach even the baseline level of success in
that position. And you as aleader have to understand that to weigh them
differently because maybe they are doing theirbest, maybe they are trying as hard
(38:59):
as they can and this is justnot the role for them, and it's
not a not a way to likekick them to the curb or treat them
to trash. Just let's let's redirectwhere we're putting this. Where we're in
this energy because it's good. Youcan achieve success. This is just not
the space that you're going to doit in. Because you can try and
(39:20):
do everything the right way. Youcan try and do everything to the best
of your ability and still not reachthe mountaintop. Yeah, it just happens
like that. So I encourage allof you out there who are looking to
be leaders, or if you areleaders and you're like, I don't I
don't know how to be a big, a good leader. Get feedback from
your team, get feedback from youremployees, from your peers, your kids.
(39:42):
Parents are ladies, if you haveif you have kids, if you
know, whatever industry you're in,your first manager, Yeah, be willing
to accept responsibility, criticism, allthat other stuff. That is where you
can start to be more of alearner and be more open to be better
as a leader. She said,SIPs water and with that, Jason me
(40:09):
plug away, TikTok, Instagram.The other one's Twitter actually YouTube too.
I have my new YouTube handle now, so I claimed my JJ underscore a
Newberry handle on Twitter or on Yeah, you should do that because I'm gonna
grab it if you don't. Um, okay, no I won't, but
(40:32):
um yeah, all the socials jJJ oh my goodness, George George Joy
Joy JJ underscore a new Berry andall the socials. Instagram, Twitter,
TikTok, catch me there two videos. I have two videos on TikTok.
(40:52):
Now look at you, look atme, look at me, but only
twice because they're only two videos.Lets you watch it repeat competitively, and
then you only see the tik thays, but one of them is missing.
But it's okay, you're not wrong. After you follow Jason, please make
sure to follow the podcast wherever podcastsare found, especially where you find this
(41:14):
one, because I mean if sugYouTube, subscribe, If it's on Amazon
subscribe, if it's on Apple Music, subscribe Google Podcasts. Wherever you find
it, share it with a friend. We're also on social media take Space,
Pete od the sake Space pod onFacebook, Instagram, Twitter, Facebook
and Facebook, Instagram, Twitter,TikTok, and YouTube. So thank you
(41:37):
very much for your support. Wedefinitely appreciate you. We'll see you all
in a few weeks because we're gonnabeing the time with our favors holidays.
Oh, I'm so excited for yourmother. All right, y'all, thanks
so much for listening. I hopethat you all have a great, wonderful
day. And if we don't seeyou before Thanksgiving, you know, if
(42:00):
you celebrate, especially because we don'treally celebrate Thanksgiving, we just get together
because everybody got the day off,right, It's just it's just family at
this point, so you know,make sure, make sure to love all
your loved ones, Tell people youlove them as often as you can,
and we'll see all next side.Bye bye,
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