When is time to fire an employee.

When should people be fired. How should it happen .

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Episode Transcript

Speaker 1 (00:03):
Oh my god, Oh my god, oh my god. All right, y'all,

(00:28):
All right, enough with that, all right, so we will
begin serving food at.

Speaker 2 (00:37):
About three thirty pm. Ladies and gentlemen, I know everybody's
hungry and they're kind of in a rush, but this
is what I will ask you to do. Be patient
with us and please wait to be seated. All right, y'all, house,

(00:59):
everybody doing. I'm Uncle sun Ali, the narrator, intermediate chef,
the golden who's your line? Cook? We got some episode.
We we got another episode, and I really really appreciate
you tuning in. Now there goes a pin what I'm

(01:22):
thinking I want to address today. Don't remember what I
said I wanted to talk about last week, but I
know I think it would be a good time for
me to address when is it time to quit a job?
To quit the kitchen? To quit the kitchen? How about that?

(01:43):
These are questions that I'm thinking. All right, I'm just
jumping right into the meeting the potatoes of it, because
currently right now I'm just looking at at what's going
on in my life around me and just period, when
is it time? And you know, some people, they they
they get jobs and restaurants, and they don't really want

(02:05):
to work in a restaurants, They just need a job.
So kitchen mentalities, is it really a type of person
for the kitchen? Is it really for you? Is it
really worth it? Those are questions I'm gonna search for
answers to. I'm gonna look at the stats. Probably not

(02:27):
this show, but these are things that I want to
think about, but one I do want it. One thing
I do want to say is when should an employee
be terminated? When is it really time to fire somebody?

(02:47):
You know, let's be one hundred, like, when should it
just be like, all right, man, it's time for you
to go. You don't want to work here no more.
Then I want to get into hostility in workplace conflict,
and I'm gonna actually talk to you guys about these
two experiences. I got two experiences I'm gonna talk about

(03:10):
that happening in real life in my life, and one
is dealing with hostility I probably got honestly, I have several.
I'm not no bouncer, but I honestly got two. There's
two instances where it got hostile at my job and
I had to honestly use some kind of force. All right,

(03:33):
so we're gonna talk about hostility in the workplace. And
I got like, cause I just thought about the second one.
The second example I could use when we talk about that.
And then the second thing is safety first. And let's
see here knowledge of first aid kit and the fire extinguisher.

(04:04):
While it might be funny for some people, hey, you
never know. If you don't know how to use a
fire extinguisher, you need to figure it out. If you
don't know where it's at and you're a kitchen, you
need to figure that out. So since it's safety first,
that's what we gonna start off with. Alright. One thing

(04:32):
to improve safetyness in the kitchen is if you really
do feel sick. Man, if you really feel sick, don't
go to work. If you really got a temperature. I
know people like, man, I gotta go to work, but like,
if you're around food, you're gonna be sneezing. So that's
one of the number one things. Man, If you're not
feeling too good, I wear a face mask if you
do come to work, but try to take the proper

(04:53):
precautions to be as clean as you can when you
come to work. Alright, that's one thing Also, when you
got a blade in your hand, you walking around the kitchen,
you're hot or sharp best, yeah, sharp object or if
you got something hot, yell hot and make sure people
hear you. See, that type of work environment goes back

(05:14):
to the stress of the kitchen because people have to
talk rather loud. There's usually a lot of stuff going
on in the kitchen, so you have to be focused
on what's going on in the kitchen. If you're a
type of person that likes to walk around daydreaming, okay,
sometimes you have that time, you do, you do. But
when it's time to get busy, realized you're gonna have
to come out of that mindset. And that's why a

(05:35):
lot of people just flip out and they they hurt.
You know, a lot of people flip out in the
kitchens because there's a little place in their mind that
they want to disappear off into and you can't do
that when you need to be focused on what's going
on in the kitchen. All right, Lord help us all

(05:57):
So one was don't come to work shick. Two was
call out knife, sharp and uh hot. Three stay focused

(06:18):
on task at hand. Four communicate Well, like I said,
that's all part of the communication. That's going back to
part two, where you're saying kitchen is hot. Let's say
you have a metal skillet and you gotta heat stuff

(06:38):
up on the metal skillet in the oven. You gotta
desert like a guep a brownie, and it's fresh out
the freezer or the fresh out the refrigerator. Even if
you keep it at room temperature, you put it in
the skillet, you put it in the oven. In the oven,
Let's say it's been preheated to damn in the three
seventy five and it's been on all damn day. So

(07:00):
you take this skillet out. It's hot, all right, So
you wrap the handle with a towel. You put it
in the XPO window. They get the food out. Okay,
everybody on the front, everybody who's on the line knows
what's up with the dishwasher who's just coming in from
the front. He's got this bus tub, he's putting it up.
He don't know that this skillet that you're putting in
his dish area is hot. So what happens when he

(07:22):
goes and he grabs the handle of this hot skillet
with wet hands, He's gonna burn the heck out of
hisself and be pretty pissed off. So, like I said,
make sure you communicate well and we don't want any
And if that happens, that leads us to number five.
Know where the first A kit is? All right, once

(07:47):
you locate that first A kit. That's why there should
be at least according to what I know, there has
to be at least two managers on duty like capacity
perk employee I believe are. So somebody there who's a
manager should know how to use the first aid kid.
That's part that should be part of their training, especially

(08:09):
if they got their UH serve safe. I think that's
part of it. If it's not, it should be mandatory.
And then that takes me to the sixth one, which
is interchangeable with UH. There's more likely there's more. You
need to know where the emergency exitor is. That's seven.

(08:32):
But six is knowing how to use a fire extinguisher.
All right, So here comes the drum roll. Here comes
my little story, my story about working at Mission Taco Joint.
All right, Now they changed the name, but I used
to work at Mission Taco Joint on Ninth Street, downtown

(08:54):
Saint Louis. I loved working there. I really did. I
was working there. I worked with Costa Ricans, Brazilians, Mexicans,
our Salvadorans, Colombians. I love working there. The food was great.
I love working there, and it was fast. So shouts
out to everybody that I worked with when I worked

(09:15):
at Mission type real talk, I really real wody working out.
It was hard as hell in the beginning, and they
were really hard on me. But it made me a faster,
stronger cook, really and truly it did. So let's say
this though, and this goes to the safety. First, understanding

(09:42):
what's going on in the kitchen. It's early morning in
my kitchen. You know, we got the music playing everybody,
and in the daytime. If you know anything about restaurants,
usually people that are there in the daytime oft like
seven eight in the morning, they're getting the prep rating.
So we all there's about three or four of us
on the line, and we all have our own little

(10:03):
task for the day. I don't know what I think.
I'm pretty sure I was gonna be working Tacos that day.
I don't think I was gonna be working Britos. But
there was a stove where we boil a lot of stuff.
It's like most stoves. It's like a four burner stove.
And they were what they they were like this, They

(10:26):
were boiling. I don't know what they were boiling. But
the flame was high and it had been going for
a while. Now I'm gonna say they turned the flame down.
But above the stove was like a shelf where you
could put stuff on it, and people would put the

(10:48):
pansprays on the shelf. So the heat, even though the
flame wasn't high anymore, the heat over time, I think
from from the spray bottles being on. There ain't no
think to it. That's what it was. It's sitting there
so high, and then the activity that was going on

(11:08):
either way it goes. It was flammable and it caused
an explosion. Shit starts, stuff started catching fire. It was
fire and it could have got bad, and it was
about to get worse because a particular coworker of mine
went and got a spray bottle. One thing you do
when it's fire like that, do not put water on,
No fire on, no grease, do not. You don't use

(11:31):
especially small amounts of fire. I mean small amounts of water.
When fire gets so thick and so high water necessary.
You gotta have a lot of water to put that out,
and especially if it's on grease. When it's like a grease,
fire is something that you don't want because all that
water is gonna do is spread that grease, because that
fire is gonna burn until it burns out that grease.

(11:53):
That water and it don't mix with that that grease,
so it's just gonna spread. It's gonna have like three
chemicals going in once, and you're just gonna help that
grease to spread. So what you have to do is
remember where your fire stingleshit is. You get the fire stinglesher,
you pull out the plug, you pull the thing back.

(12:14):
There's also like probably like a little attachment in there
that you're gonna screw. You're gonna have to pull out,
and it's gonna allow this chemical that's gonna come out
that's real thick. That's gonna coat the fire so the
fire can't spread. All right, It's gonna this is the
word cowalulate. Either way it goes the viscosity of the
substance that's gonna come out. It's gonna cake. That's why

(12:35):
it's gonna get white. It's gonna be like caked all
over this fire and the fire is not gonna be
able to spread, makes sense, all right. But I actually
saw the tape like they had cameras in the building,
and my manager let me see it. And the thing was,

(12:56):
at this point in time, the location I was working
at there was a location in the central West End.
It had burned down, and all through my mind, what
I was thinking is, bro, we ain't finna lose our
jobs today. Ain't nobody we need our jobs. Ain't nobody
finna lose no job over here? We ain't finna lose
our store. That's really and truly what was going on

(13:18):
in my mind when I got that fire extinguisher, like
this ain't going down this way. I no longer worked there,
which this is crazy. I didn't think about this either.
But the other story that I'm gonna have that has
something to do with how style work, environment and violence
is definitely gonna hear that. It's definitely gonna have. It's

(13:38):
definitely took place at the same restaurant. So yeah, know
where the fire stinguisher is and learn how to use it.
And that also goes if you you can't expect everybody
in the kitchen to be able to handle that type
of pressure because it was even on camera. There was

(13:59):
another that did, in fact grab a fire extinguisher. Okay,
he grabbed the fire stinguisher, but he didn't know how
to use it. And when the flame, the flame ignited
even more. Because the flames started igniting even more, just
started getting stronger and stronger and started the temperature started
to rise, and that fire was starting to spread. It
was just getting thick. It was in the process of growing,

(14:21):
it was having babies. So homeboy, after somebody sprayed the
water on there, somebody went and got a fire stinguisher,
but they didn't know how to use it. And when
the exploded, he like jumped and said he laid the
extinguisher down and ran. So, you know, keeping calm when
you see fire. And that's not the only fire I

(14:43):
had to put out. I've put out other fires in
my life. I put actually I put out a fire
golden housier. Yep. I put out a fire and golden hoosier.
So like, once you start seeing gray smoke, that's really
a siren to do something. Once that smoke started changing colors,
that's a sign that you need to do something because
that fire is catching air and it's catching stuff and

(15:04):
it's burning. And when fire starts burning, it eats and
it consumes. It's a various probably the hungriest element that
you could ever know, or one of them, all right,
and it is destructive. It will fire, can go on
and on and on. If you don't put it out
soon enough, then all you can do is just try
to stop the spread, just like the cancer. All right,

(15:25):
all right, So that was that that little piece, and
now to talk about when is it alright? So when
is it time to fire somebody? And it's how we'll
go on to the other example we'll talk about. Let

(15:47):
me see what is AI have to say? Finally, I
didn't have to use an AI overview? When is it
time to fire an employee in the kitchen.

Speaker 3 (16:00):
AI overview?

Speaker 2 (16:02):
Thank you appreciate it. Give a way? Can you gonna
have to going?

Speaker 4 (16:10):
It's just time to for a kitchen employee when they
engage in serious misconduct like theft, harassment, or threats, or
when documented poor performance such as repeated mistakes, chronic lateness,
our failure to meet job standards persist over formal warnings.

Speaker 2 (16:35):
And a performance improvement plan PIP A performance improvement plan.

Speaker 3 (16:41):
P IP, not p I M p PIP.

Speaker 2 (16:45):
I'm gonna write that down, performance improvement plan, not a
pimp a PIP. You need performance improvement. You need to
plan this, all right, So all right, after they've done that,
meaning after you've done this, it has to be repeated,

(17:07):
it has to be multiple. So let's get into it.
Let's talk about this for real though, because man, it
said this, It said theft. Of course you kiss somebody stealing,
you're stealing. Okay, Now, it does depend on if you're
if you're working at a very a franchise, corporate type,

(17:31):
corporate franchise, you're probably gonna get fired if you get
caught stealing. That's just the rules to it. Now, if
you're working at like you know the owner and there's
some moms and pops and it's a small franchise, it
just depends on the relationship with the owner and the
GM and whoever got caught doing it. If you got
caught stealing like five hundred dollars five hundred dollars cash

(17:55):
and you got like a burg upon out of your
I get you probably go on to prison. You know.
If this is what I'm gonna say, If it ever
gets so bad that you really have to steal like that,
Just ask if it ever really gets that bad, because
this is what I've seen. They have funds, they got something.

(18:17):
That company might have something that can help you, and
you just might actually actually find somebody who works there.
They ain't afraid to show you some love and help
you out with your rent. You never know if you
just ask.

Speaker 3 (18:29):
So shout out to human.

Speaker 2 (18:30):
Time, because there are some people out there, or your
people out there that your help. Now, don't take advantage
in abusic. But what I'm saying you should do is
don't be afraid to ask for help. That's the solution
I have for the theft. Now. Harassment, this is something

(18:55):
that it's gonna take a lot of should I don't
think that this should really be tolerated. If a person
is really genuinely being harassed, I would say, okay, depending
on the policy with the company making your job and

(19:19):
hostile environment is untolerable, you can get fired for that.
But you know they may not just fire you right
on the spot for doing it. But harassment in the
workplace can make a person not want to come to work,
or they can just hate working for you. I really
don't know, or working with it if you have shifts.

Speaker 3 (19:38):
In your schedule to work with particular people.

Speaker 2 (19:41):
I think sometimes a lot of companies are a lot
of managers, not say companies, let's say managers, because managers
are the ones that's really running it, running it when
they're they're in that store or they're supposed to be.
If the manager is intelligent enough to figure out that
harassment is going on without being told, or if he's

(20:02):
being told somebody's being harassed, and it really is a
one it's a one way thing where the employee is
really being harassed for like let's say being Jewish, or
being skinny, or the attacked. You know, they're just being bullied,
then you got to do something about it. But I
think sometimes they may let employee get away with it
if the employee is really good at their job. Unfortunately,

(20:26):
these type of things happen and it's kind of hard.
It ain't hard to get to the core of the problem.
You just got to get rid of it, you know.
But people like if your main cook, let's say six
seven days a week, the dude will come to work

(20:48):
no matter what, and he won't complain to the boss.
He's coming to do his job. But yo, he's been harassing,
branding about wearing and nail polish. He's been telling them
to mention where nyire polish and calling them all kind
of names, derogatory terms, and stuff that would make anybody
feel uncomfortable. Perhaps he should be fired, But you got it,

(21:11):
like they said, according to the what's that improvement? What
is it? The performance improvement plan? You write them up
for it, and if they do it repeatedly, they get fired.
I think that some of that the first time is

(21:32):
enough if it's just harsh, but it just depends on
the culture of the restaurant. I know that sounds kind
of backwards to some people, but it kind of also
depends on the culture of the restaurant because some restaurants
people just talk to each other real crazy. It's just
it is what it is. Threats saying you're gonna hurt somebody,
saying you're gonna kill somebody. That is a reason to
fire somebody. Definitely, when documented poor performance is just repeated,

(21:57):
like I said, when you repeat it, your boss would
usually take you upstairs. The GM should take the employee upstairs,
write them up for it, and if they do it,
I say more than two or three times, depending on
the magnitude of the action. You gotta let them go.
I might should like, let's see here, poor performance knowing

(22:20):
your job. Let's say this, this is an example. I
worked at a Colton steakhouse. Me personally, y'all, period, I
was a screw up. I screwed up a lot of
stuff on the line I did. I screwed up stuff.
I come into work mind on otto pilot wherever. I
would be probably still hungover from last night. I had

(22:43):
no business trying to be a day cook. I had
the worst attitude. I was probably amongst one of the
worst employees that you could ever damn think of, all right,
the worst. I was the worst type of employee you
could think of. And it's so bad. I have done
so bad that I'm sure that there are some gms.
They would tell you they don't give a damn what

(23:04):
I do. They will never give me a good reference.
They don't care, all right, and that just it is
what it is. So also, they have reasons for media termination.
It's what we get into, all right, all right, let's
do this serious misconduct that fraud, are illegal activities, harassment

(23:28):
or discrimination, any form of verbal, physical, or sexual harassment
or discriminatory behavior towards colleagues, our guests. I have had
a guest, I remember this. I've had a guest hate
me so much. She lied on me. And even though
the GM and all the other employees couldn't stand me

(23:49):
and thought I was the stupidest man alive, they still
didn't believe the lie that she told them. And they
just couldn't believe that I did that. And I didn't,
but she told them I did something that they people
didn't even I didn't even like me, wouldn't believe I
did it. All right. Threats are violence, making threats of violence,
or engaging in any physical assault. I definitely used to

(24:10):
do that. I fought a lot at a job. I'm
not gonna lie. And endangering safety actions that purposely purposefully
in danger the safety of customers or other employees. Well,
talk to my lawyer, all right. Reason for termination after
due process, consistent poor performance? Oh yeah, the coldon steakhouse.

(24:34):
What happened is I used to always when I used
to have the filter the fryer, I would always they
had a different type of filter that I wasn't used to.
They got liked it, well, It wasn't even a new
kind they had. It wasn't old school. It was like
the I don't know, the tube, the one with the
tube or whatever you want to call it. I don't

(24:55):
know what kind of filter it is, but it has
like the tube, and it filters out into like this
thing that detaches from the bottom. We didn't necessarily have
it like that when I was cleaning the fires and
the old some of the restaurants I worked at, those
are the ones that I used to like clean but
anyway it goes, or those are the ones I used

(25:15):
to like filtering. Either way it goes. I used to
always make a big mess and the grease would come
all out. So, hey, your boy can be a blind sometimes,
and I don't want to use the term blind. I
don't know everything. I can be quite stupid at times,
all right. So, chronic tardiness are absences frequent, unexcused lateness,
or absences that disrupt kitchen operations.

Speaker 3 (25:39):
Oh my goodness, man.

Speaker 2 (25:42):
I've been there and done that. So careless mistakes also
a pattern of making careless eras that negatively impact food
quality or safety. I've been fired for these reasons, y'all.
I really have you gotta take the kitchen very serious,
you know, you just do. I was playing, I was immature,

(26:04):
I was unprofessional. That's how it is. Lack of engagement
and employee consistently doing the bare minimum. The bare minimum
quiet quitting are showing a persistent lack of drive. Oh
my god. They use poor judgment, consistently making poor decisions

(26:30):
at horn of the business or team. I've been this guy.
Don't ever be this guy. Don't ever be this guy.
All right. Now, we're gonna go over the five steps
of this firing process too before we close out of here,
and I'm gonna tell y'all this story. The firing process
goes as this document everything, keep records of performance issues, conversations,

(26:54):
and warnings. When you get to this point, start being
aware that somebody's watching you, all right. Once you starting
this is the beginning, it's the first step. But be
aware that they're watching you, all right. Your managers are
watching you, and whoever the shift leader is, they're watching you,
and whoever they're don't like you, that's ready for you

(27:16):
to mess up so they can see you do something wrong.
So they're going telling you watching you too, all right,
So provide clear feedback. Clearly communicate your expectations and concerns
to the employee. All right, that's what they gotta do
for you. They gotta let you know, Like now it
makes sense. They're gonna tell you. They're gonna say your

(27:38):
name and be like, okay, well so and so if
you keep on, this is what's gonna happen. Now you
sign here, and this is that you understand clearly what
I told you and you know the consequence for what
will happen. So three is implement a performance improvement plan.
Create a formal plan outlining Now this is what you

(28:00):
can do. There will be specific goals we want you
to reach. They'll also say, if you don't do this
by this time, then yes, you will be expected to
determine and be gone and the consequences and there I
just told you the consequences. All right, if you don't
meet the goal, they're gonna set some goals for you,
and if you don't meet the goal, you gotta leave.
All right. This may not be, this doesn't just This

(28:25):
isn't just the kitchen. This is probably every job that
you have. But in the kitchen, this is how they're
suggesting that the chef or the kitchen manager should let
you know that you may not have a job here
if you keep doing what you're doing. All right, Now,
monitor progress regularly, check in with the employee to provide

(28:45):
feedback and see if they are meeting to pe the
performance improvement playing goals. All right, make the decision. Make
a decision. If the employee fails to meet the goals
of the performance improvement plan and the problems persist, it
is time to move forward with returning name. All right.

(29:19):
All right, So here we goes, fight to fight to fight,
all right, So once again I'm at mission taco joint.
All right, y'all. So here it is. It was I

(29:41):
have had a pattern, not counting the last two years,
so let's say from twenty twenty one, maybe twenty twenty,
twenty twenty three, I had a pattern of leaving my
jobs after Ramadan. I had a pat what's up boss?

(30:02):
Special guests just walked in? Not a special gual.

Speaker 3 (30:08):
So likes good.

Speaker 2 (30:13):
So what happened is this? I had a I'm almost
closing out anyway for its please wait to be seated.
It's almost done.

Speaker 3 (30:21):
So what happened is this?

Speaker 2 (30:24):
There was a pattern that after Ramadan, I was after
my Ramadan or during Ramadan or shortly after whatever current
job I had, I would end up leaving. I'd either
be fired, but I'd ended up starting some type of
new job. And I knew it. It was like intuitively,

(30:48):
whatever gut wise I had already had the discernment. I
knew that my time working there was almost up. Even
though I enjoyed working there, there was a lot of conflict,
and there was conflict because of the communication that was
it was. There was no lack of communication. There is
not that there was a lack thereof you know, there

(31:09):
was harassment and equal on both ends with an employee
and I that's just the culture of our back of
the house at that time was intense. It could be vulgar,
and I was being immature, but in the same token,
you shouldn't always be talking about people's mamas.

Speaker 3 (31:31):
Now, this is what I'm gonna say.

Speaker 2 (31:36):
Listen to this story, and if you are ever in
this situation, Yes, it was hot style. It was something
that had been built up. I remember, I'm gonna say
something to the effect of the story that I remember
being dropped off by a coworker and them telling me
that you know, okay, them telling me that the employee
that I got into the situation with usually carried a knife.

(31:59):
And I had been hearing stories about this employee pulling
out this knife and having the knife and being high
and being paranoid and pulling out knives and stuff. I
had already been aware. It is okay now, Like I say,
maybe some of you just now tuning in or don't know.
I've been studying Collige, which is a Filipino martial arts

(32:22):
and bladed weapons, bladed It's been in the program for
a while.

Speaker 3 (32:27):
So I'm not stupid.

Speaker 2 (32:29):
I don't fight. You don't box somebody who pulls out
a blade, all right. You don't try to go toe
to toe, blow to blow with somebody who's gonna pull
out a knife on you. So, like I said, once again,
we're on this line, the same line where I had
to put the fire out, all right, We're on this line.
And I think I was more so where the fire

(32:50):
was at this time, and he's more so like where
the grill is.

Speaker 3 (32:55):
And I think what started it at then?

Speaker 2 (32:57):
Pretty sure is I agrees the fits too much and
they wouldn't cook right. They wasn't cooking fast enough, but
it wasn't it wasn't has been. That's what happened, right,
So it was the employee that I let's say, his
name is Martes.

Speaker 3 (33:16):
So Martes was.

Speaker 2 (33:20):
Upset that I messed up the fish, all right, and
it is the end Ramadan. You know, I'm probably still
a little bit aggressive from being hungry. I don't know,
but I wasn't in the mood to deal with Martez's
because of course he had usually poor work performance. Okay,

(33:41):
we all messed up, but he was just really bringing
the kitchen down at times. I don't care what anybody says,
So I do remember. I'm gonna saynd that I do remember.
I don't remember he said something or I said something
and he looked at me and said something.

Speaker 3 (34:03):
He said in Spanish.

Speaker 2 (34:05):
He said something about my mama, and I told him,
don't talk about my mama, man, And I gave him
a really the thing he was is, I gave him
a really, really mean look. That's all it was. But
I know how to do a ten miles stare. I
at a home. He was in the military, he was

(34:25):
in the Army, he was Delta Force, and he told
me how to give a death stare, right, So I did.
In fact, give him the he probably and you know what,
don't do this type of stuff if you don't need to,
because that obviously was not the right look to give him,
because the exact stare that I gave him from what
I found out later that what I found out that's

(34:46):
actually the effect that had on him. He thought I
was gonna kill him because this boy went and grabbed
his knife and pulled it out on me.

Speaker 3 (34:54):
So I'm thinking, what do I do.

Speaker 2 (34:57):
Here's the case for me personally, if you're that close
to somebody and they're pulling out a weapon, if they
got a gun and you and got one.

Speaker 3 (35:05):
I think the closer they are, turning your.

Speaker 2 (35:08):
Back is the last thing you want to do because
they could either shoot you while you're running or and
you're gonna So if you want to die running, that's
one thing me personally, I probably would rather die fighting.
It's just like when somebody's coming at you, swinging and
punching at you, if they're that damn close to you,
I mean, nothing be a failure, but to try, I'll
probably I'm gonna do something to fight for my life.

(35:30):
Now here's the case. I'm not saying go run and
jump at him, if they got a gun, but I'm
really gonna emphasize this, definitely, don't do that. If they
got a knife. Okay, if somebody pulls out a blader object,
don't do that because this is what I know from
my training. I'm telling you right now. It takes When
two good knife fighters meet, there's a funeral. Do not

(35:54):
attack anybody who's got a straight knife like that because
a bullet it can go in you, stay in you,
and go through you. When the knife pierces you are
cut you. You throwing your arms out there. You got
a lot of veins and all kinds of stuff that
you're not protecting. And it only really takes about three
one good cut and it can be over one good
stab and that's all. It can really take three good

(36:15):
cuts and you could bleed to death. Like literally, they'll
cut a vein, they'll cut something and it ain't you
can't sow.

Speaker 3 (36:22):
Those back up.

Speaker 2 (36:24):
Bullets go through flesh, They put holes in you, They
leave you open, it can get infected. They bust the
danger about the bullets that can even explode in you,
and that can really you know, the strap note from
the bullet can get you and all kinds the impact
of the bullet can also get your heart attack or whatever.
They're daily. But a blade, it slices, and there's sometimes

(36:46):
when you slice somebody, if you don't get enough get
to them in enough time, all the blood comes out.
Look at them old samurai movies where somebody is going
through somebody with a sword.

Speaker 3 (36:56):
It can happen.

Speaker 2 (36:57):
There are blades that's strong. They can go through you
and you will just bleed. Knives weapons swords ain't no joke,
They just ain't. That's why people used to fear the
Samuraiz so much, because they could just come through when
they needed to come through and handle the business. You
feel me. So what do you do if this type
of situation occurs? Well, do you Is there a towel?

(37:21):
You can grab a towel, wrap it around you and
at least you got some type of protection. Is there
a jacket you got your jacket on. If you can
take that jacket off and use that jacket, have that
jacket to cover around you know, grip it and hold
it between you like you got a string or a rope,
like when your mama putting built the Asshold it like that.

(37:41):
Or I grabbed the garbage can and put it between
me and the knife, so he would have to run
up on me and I can catch you with a knife.
But either way it goes from my training me personally,
I'm gonna try and get that weapon off of them.
If I can't get the weapon off of them for
I mean forget it, I probably will try to run
it one point in time. I just can't overpower this person.

(38:03):
But if somehow I can get that weapon from him,
I might kick it, might pick it up myself, and
then commenced to putting belt to behind. I don't know,
but don't let that blade touch you. All right now,
we're gonna close out. This has been a cooler episode
we talked about.

Speaker 3 (38:21):
When it's time to come in the teacher, I.

Speaker 2 (38:24):
Gave y'all a couple examples of things that I think
it happened to make the kitchen the safer workplace, from
hostility to knowing how to use the first A kit.
So I guess we could go back over there one
more time. These are just my tips. Safety first, safety first,
knowledge of the first A kit and the fire extinguisher.

(38:44):
You know, don't be sick when you come to work,
stay focused on the task, make sure you're communicating. If
you got something heavy, say heavy, If you got something hot,
say hot. You know, if you're walking around with a knife,
say knife.

Speaker 3 (38:57):
Let everybody know. You know, stay focused.

Speaker 2 (39:01):
And that goes back to the questions that I asked
in the beginning of the show, when is it time
to quit the kitchen or you know, is it a
special type of person that needs to be in that's
in the kitchen? I would say, so it's not. I know,
people think, oh, that's easy. No, it's not easy. Not
even if they're in the drive through at Harty's or
at Taco Bell. That's not easy. It may seem like

(39:24):
a simple process, but when you got multiple of them
and you got a lot of people come in and
get it, then it gets complicated. Yeah, then it gets
really complicated, you know. And there's no telling what some
of those people have had to deal with. And they
gotta come in there, and they gotta deal with the
guests that's coming in there and the customer that's just

(39:44):
talking to them crazy, you know, So just be a
little bit more empathetic. And also, employees, you still gotta
give the service. You still gotta do your job, all right.
I've been in places, not necessar restaurants. But people are
just complaining about being at work. Complaining about being at work.

(40:05):
Stop going in then stop making everybody else miserable because
you don't like your job. And then there's an employee
there that will they do whether they younger or older.
But shoot, they like they they like what's going on,
but you want to make it harder for them and
leave them more work. Nobody wants to fire you. We
just want you to do your job and get it together.

(40:27):
All right, we can all get this money, but show
this is a the end of the episode with y'all.
I'll see you next Monday at three point thirty. Please
wait to be seated when we're gonna close out with
I'm gonna let y'all close out with this man today.

(40:59):
Nah nah, let's do.

Speaker 4 (41:04):
It.

Speaker 5 (41:05):
Might seem crazy, they wouldn't, Bob saying.

Speaker 6 (41:10):
Sometimes she's here.

Speaker 7 (41:12):
You can take away, how able neck of those things
with the air that I don't care, Maybe bout away.

Speaker 6 (41:27):
Because something happy alone.

Speaker 8 (41:29):
If you feel like a roomless, our roofless, because something alone,
if you feel like happiness is the truth, because something happy,
if you know what happiness is with you, because something
happy levelone.

Speaker 7 (41:47):
Give you feel like that's what you want to do.

Speaker 5 (41:52):
He come back, news talk and missing there. Give me
hou you got, don't hold bad. I should probably warn you.

Speaker 7 (42:06):
I'll be just fine.

Speaker 6 (42:09):
Said no offense to you who don't wish your time.

Speaker 7 (42:14):
Here's why.

Speaker 6 (42:15):
Because something happy, love alone.

Speaker 5 (42:17):
If you feel I'm a roomless our ruthless.

Speaker 6 (42:21):
Because something happy alone.

Speaker 7 (42:23):
If you feel like happiness.

Speaker 6 (42:26):
Is the truth, because something happy.

Speaker 8 (42:28):
I know if you know what happiness things to you,
Because something happy, love alone.

Speaker 7 (42:35):
If you feel like that's what.

Speaker 8 (42:37):
You want me to do, bring me down.

Speaker 7 (42:42):
I came come bring me down, to love us to
her and bring me down. I came under to bring
me