Transcript
WEBVTT
00:00:00.059 --> 00:00:09.628
Have you ever worked with a group or a person that suffers from unsecured commitments and uncommunicated expectations?
00:00:11.519 --> 00:00:14.390
I feel like that's almost everyone we work with, right?
00:00:14.390 --> 00:00:22.774
No, what's interesting, I will say, a lot of my work is almost like corporate therapy.
00:00:22.774 --> 00:00:41.572
I'm there to ask the questions and a lot of times the questions I'm asking help the manager, help the CEO, whoever and I always get this response and almost every time I work with a client, they're like oh, now that you asked that question, I'm thinking this or these questions have helped me figure out that this is really what I wanted.
00:00:41.572 --> 00:00:46.087
So I think a lot of times we talk expectations and we don't even know what our own expectations are.
00:00:50.792 --> 00:00:53.578
What is going on L&M family.
00:00:53.578 --> 00:01:07.959
I'm back with a super awesome person and the reason I say super awesome is because we've had a couple of little chats and every time it's just like fun and so I imagine me and Miss Samantha are going to have a ton of fun today.
00:01:07.959 --> 00:01:15.954
And just so you know a little bit about her, she is a people first process improvement specialist.
00:01:15.954 --> 00:01:25.646
If y'all know me, you know I'm all about people and you know that process improvement stuff kind of tickles my fancy, and you know that process improvement stuff kind of tickles my fancy.
00:01:25.646 --> 00:01:37.037
She's also got some expertise, experience, wizardry, in the virtual assistant system automation space, which I'm probably going to get nosy about that.
00:01:37.037 --> 00:01:43.632
If you need help cleaning up your business, miss Samantha can help you.
00:01:43.632 --> 00:01:44.438
So here we go to Miss Samantha.
00:01:44.438 --> 00:01:45.965
Samantha, how are you?
00:01:47.141 --> 00:01:48.768
I am feeling good today.
00:01:48.768 --> 00:01:52.947
I'm trying to match the level of your energy, though, so let me try to get hype with you.
00:01:54.120 --> 00:01:56.105
You know it's funny.
00:01:56.105 --> 00:02:03.007
When I'm like talking kind of figuring out or negotiating a deal with clients, I can always see their face.
00:02:03.007 --> 00:02:04.043
They're like is this dude for real, what's he on?
00:02:04.043 --> 00:02:04.733
And I have to like, oh, I can always see their face.
00:02:04.733 --> 00:02:05.638
They're like is this dude for real, what's he on?
00:02:05.638 --> 00:02:09.849
And I have to like oh, I need to tell you like you think my energy is elevated.
00:02:09.849 --> 00:02:12.144
Now, wait till I'm in front of a group of people.
00:02:14.048 --> 00:02:15.210
Right, totally different.
00:02:15.210 --> 00:02:17.600
You're going to think I'm on drugs or something, but it's just me.
00:02:17.600 --> 00:02:18.663
It's just how I am.
00:02:18.663 --> 00:02:20.825
Yeah.
00:02:20.846 --> 00:02:31.067
But I think that's the awesome thing, cause I feel like I know that my energy is always amplified by the person I'm talking to you and, like I said, like your energy is awesome.
00:02:31.067 --> 00:02:31.909
So we're going to try.
00:02:31.909 --> 00:02:37.270
We don't need to melt the Internet with this conversation, but we can get close to it.
00:02:37.270 --> 00:02:37.812
How about that?
00:02:38.599 --> 00:02:53.783
Yeah, I'm not trying to be Kim K today, but I mean, like you and I, we both dive into some really hard topics with our clients and so if we're not bringing that fun energy, then it's going to be way harder to get people where we're trying to take them, right.
00:02:54.085 --> 00:02:58.961
Yes, yes, because leading change is painful and uncomfortable.
00:02:58.961 --> 00:03:02.068
I know I tinker around with people's stuff.
00:03:02.068 --> 00:03:08.502
I love doing that and I also know I don't like people tinkering around with my stuff.
00:03:09.985 --> 00:03:13.292
Right Like back off what you trying to do Right.
00:03:13.712 --> 00:03:22.169
I know I was going into a client, so I was on site with a client the other day and I kind of had just like fire rounds, like back to back meetings with some of their managers.
00:03:22.169 --> 00:03:27.424
And I remember one person left and told the other manager that was coming in good luck.
00:03:27.424 --> 00:03:31.503
I was like you don't need luck with me, like we're going to be friends but we're just going to.
00:03:31.503 --> 00:03:36.507
We're going to talk about some hard stuff, but don't be wishing good luck in front of me.
00:03:38.472 --> 00:03:42.743
Oh, so have you ever had anybody say, all right, it's your turn in the principal's office?
00:03:43.926 --> 00:03:45.872
I haven't had that, but I have had.
00:03:45.872 --> 00:03:50.939
A lot of what I do is usually in groups, so I only do one-on-one when I know it's going to be okay.
00:03:50.939 --> 00:03:53.629
We're going to dive into some stuff and I want you to feel totally vulnerable.
00:03:53.629 --> 00:03:57.384
So a lot of times in group meetings I have had people pause and go.
00:03:57.384 --> 00:04:02.632
Well, dan Sam, you're really going for the jugular and I'm like someone's got to ask these questions.
00:04:02.632 --> 00:04:08.180
I don't know why you didn't ask yourself this question a year ago, but I'm here now, so we're going to dive into it, right.
00:04:08.659 --> 00:04:10.823
Yeah, like, why fiddle fart around?
00:04:10.823 --> 00:04:12.805
Let's make something happen, all right.
00:04:12.805 --> 00:04:24.136
So obviously we love that torture or whatever that is, or that experience, right, because it really is like the type of real conversations about the real stinky stuff so we can do something about it.
00:04:24.136 --> 00:04:31.440
Now, what was it about?
00:04:31.440 --> 00:04:32.463
Like, how did you get to doing that kind of work?
00:04:32.463 --> 00:04:43.172
Because I don't ever remember hearing about a career opportunity in process improvement, automation, optimizing situations Like that was never a thing, even discussed when I was in high school.
00:04:43.172 --> 00:04:44.723
How does that happen for you?
00:04:45.665 --> 00:04:47.591
Yeah, definitely a non-traditional route.
00:04:47.591 --> 00:04:59.485
So I think in every one of my jobs when I was in corporate, I was always kind of in a position or rather I willingly put myself in the position of saying this does not make sense, why are we doing it this way?
00:04:59.485 --> 00:05:02.168
Like I'm not trying to be stressed out at work every day.
00:05:02.168 --> 00:05:08.401
So how could I make this easier for me In the office world?
00:05:08.401 --> 00:05:15.470
I started out as a recruiter in the staffing industry and if you know anything about staffing, it's very similar to construction as far as like, the traditional work week is like 50 plus hour weeks.
00:05:15.550 --> 00:05:15.771
Oh yeah.
00:05:16.360 --> 00:05:17.826
And it was very quick for me.
00:05:17.826 --> 00:05:21.305
I was like I'm not trying to live like this, like I love the company.
00:05:25.620 --> 00:05:26.403
I love the people I'm helping.
00:05:26.403 --> 00:05:31.968
I was staffing a lot in warehouses, so the people I were meeting were people that were genuinely wanted jobs and just wanted to show up and work, didn't care about being sweaty.
00:05:31.968 --> 00:05:35.403
I had a lot of immigrants from the Middle East coming into my staffing office.
00:05:35.403 --> 00:05:44.052
I was like I love what I'm doing, but I don't love y'all enough to like live at the office, and so it was just a position of okay, how can I make this a little bit better?
00:05:44.052 --> 00:05:46.507
And so it was just a position of okay, how can I make this a little bit better?
00:05:46.507 --> 00:05:54.071
And then I went into a home building, a residential building company, and I also went into a software company and in every circumstance there was always moments of this is not working.
00:05:54.071 --> 00:05:55.622
It's not working for me.
00:05:55.622 --> 00:06:03.228
I could see that other people around me are stressed out Like I don't want to join in the let's just be victims of the work schedule approach.
00:06:03.528 --> 00:06:05.512
And I was very fortunate in the company I worked at.
00:06:05.512 --> 00:06:06.435
That was a software company.
00:06:06.435 --> 00:06:08.177
They focused a lot on lean.
00:06:08.177 --> 00:06:12.654
They went a little bit more into the lean Six Sigma than I have a preference for with my clients.
00:06:12.654 --> 00:06:23.067
But I was introduced to all of these different elements and I was like, oh my gosh, I can take what I've learned from HR, what I've learned from recruiting, and marry it with this.
00:06:23.067 --> 00:06:31.444
Operations and the puzzle piecing and this is what's going to like really make a difference for people.
00:06:31.444 --> 00:06:43.826
I think, even with everything we might see on LinkedIn post pandemic of work-life balance, there's still so many people living in a living at their jobs right, living in a world where they don't know what the word balance means that they've never experienced that, and so it's just.
00:06:43.826 --> 00:06:48.927
It's been a fun journey to like puzzle, piece what I've learned and then help put the pieces together for other people.
00:06:49.480 --> 00:07:11.492
Oh, so I love the way you've like puzzle piecing because, yes, right Like it's, in some situations some teams, some departments, some businesses it's a blank puzzle piece, like just pile of pieces, and others like they've got the frame, they've got the outline done and they're building out the corner and they're kind of stuck.
00:07:12.060 --> 00:07:16.730
I love that frame because, yes, that's exactly what it feels like Now you went from.
00:07:16.730 --> 00:07:29.507
So you went from recruiting kind of HR, went to residential, went to software, which most people or maybe I'll just say this in my simple lazy thinking like those are totally different situations.
00:07:29.507 --> 00:07:42.310
But because of the work that I've done, something tells me you saw some commonalities in those different industries that were like wait a minute, there's another layer here that we're missing.
00:07:43.314 --> 00:07:43.956
Yeah, absolutely.
00:07:43.956 --> 00:07:48.627
I think people really, when it comes to niching down, which America?
00:07:48.627 --> 00:07:51.353
We're really the only country that says find a niche right.
00:07:51.353 --> 00:08:00.435
So people that entrepreneurs I've met that come from the UK, south Africa, all these different countries, they come to the US and they're like oh, I didn't know I needed to have a niche right.
00:08:00.435 --> 00:08:04.880
Really, that's because there's just different messaging, right, it's the same problem.
00:08:04.880 --> 00:08:08.002
It's just like how does your person think about that problem?
00:08:08.002 --> 00:08:09.084
What are the words they use?
00:08:09.084 --> 00:08:09.403
Right?
00:08:09.403 --> 00:08:12.826
And so I definitely saw a lot of commonalities in all of those areas.
00:08:12.826 --> 00:08:16.468
First and foremost was people don't think they're going to be friends with me at first.
00:08:16.468 --> 00:08:17.069
They're like who?
00:08:17.129 --> 00:08:22.913
is this high energy kind of crazy person, like what is happening, let me have some distance, right.
00:08:22.913 --> 00:08:26.915
And all of a sudden they're like oh okay, and they start telling me their secrets.
00:08:26.915 --> 00:08:29.781
I've always had like that therapist aspect to it, right.
00:08:29.781 --> 00:08:40.581
So dealing with the software guys, the nerds that in software and the geophysicists I worked with is like same kind of nerd I'm going to meet when I go to the construction site Like they just don't know that.
00:08:40.581 --> 00:08:41.722
They're similar, right.
00:08:41.722 --> 00:08:51.023
So I think just dealing with those personalities that don't often speak up, that usually hold things in and try to just go with the flow A lot of similarities there.
00:08:51.323 --> 00:08:51.504
Same.
00:08:51.524 --> 00:09:10.851
Thing in the warehouse, people that just want to show up and do their work, and they see all these bigger problems, but they don't always feel comfortable speaking up, and it's about giving them the avenue to share their challenges and share the ideas they have and say, hey, like you work here every day, you have a perspective that matters, and so that was really common across the industries.
00:09:10.851 --> 00:09:12.124
I see you thinking there.
00:09:12.323 --> 00:09:13.950
You kind of realize the same thing.
00:09:13.950 --> 00:09:21.091
Before that, I want to give the L&M shout out to Miss Stephanie.
00:09:21.091 --> 00:09:38.482
Miss Stephanie left me an awesome little voicemail on the LinkedIn DM and let me just it's paraphrased so I'm not going to play it, but she says thank you, jesse, you refilled my entrepreneurial batteries, you gave me a lot to think about and I appreciate it.
00:09:38.482 --> 00:09:58.707
And, of course, getting that little voicemail was extra special and the reason I wanted to share it is because we just had a conversation and folks gifting people with your time, being fully present, listening to them, sharing your insight, demonstrating interest and appreciation, can transform somebody's day.
00:09:58.707 --> 00:10:03.162
Stephanie gave me that opportunity to do that because we scheduled the call.
00:10:03.162 --> 00:10:05.349
So, stephanie, thank you for sharing that.
00:10:05.349 --> 00:10:10.011
And to the rest of the L&M family out there, reach out and touch someone.
00:10:10.011 --> 00:10:17.711
So you talked about and I love it, because in construction you know me, I'm in the field.
00:10:17.711 --> 00:10:20.883
When I say field, I'm talking about my heart.
00:10:20.883 --> 00:10:36.969
I'll say let me just be clear Most of my clients are general contractors and I spend most of my time with department heads, vps, like folks that are not in the field, because I'm a carpet dweller right, I'm a house cat.
00:10:36.969 --> 00:10:49.495
Now I can't really claim to be a field guy anymore, but my heart is with the men and women that are out there sweating and freezing and busting their knuckles to build the things that everybody else manages.
00:10:49.495 --> 00:10:51.967
So I want to come back to this.
00:10:51.967 --> 00:11:03.394
But you said speaking up avenue right, giving the workers in the warehouse the avenue to speak up and point out or even address problems that they're living.
00:11:03.394 --> 00:11:07.005
So I want to come back to that because that's my favorite subject.
00:11:08.168 --> 00:11:25.163
But before we get into that, I'm suspecting because I know me, the way I like to think about it is I was or am chronically discontent, meaning if a process is wonky or funky or just feels like it's taking too much.
00:11:25.163 --> 00:11:33.729
I mean, if somebody wants me to participate in something, I'm like yes, my conditions are maximum of four clicks.
00:11:33.729 --> 00:11:40.352
If I got to do more than four clicks to be a part of this thing, call somebody else, which is kind of not nice.
00:11:40.352 --> 00:11:42.514
But there's inefficiencies in a lot of things.
00:11:42.514 --> 00:11:45.596
And that's the point is like, how is it going to be a bazillion emails?
00:11:45.596 --> 00:11:50.004
It could be bazillion texts and calls and like, if that's the case, probably not.
00:11:50.004 --> 00:11:53.919
But if I can get a calendar invite, click on that, hit a link and be on the thing.
00:11:53.919 --> 00:11:55.042
Hell yeah, I'm in.
00:11:55.142 --> 00:12:07.701
So anyways, all of that to say, I had that itch, that chronic discontent, when I was an installer, when I didn't have a lot of influence and I complained about things.
00:12:07.701 --> 00:12:15.383
And then I got promoted and then I would start changing things to make it better right, to make it better Now.
00:12:15.383 --> 00:12:20.011
The natural consequence of that is resistance and friction.
00:12:20.011 --> 00:12:36.756
And so my question to you is, as you were coming up and finding your way through, I'm sure you couldn't just leave wonky, goofy things alone and you were compelled to do something about them and you faced friction before what you do now.
00:12:36.756 --> 00:12:42.610
For a young professional that's in that situation, like, how did you deal with that?
00:12:42.610 --> 00:12:46.663
And and what do you recommend someone who's in that situation now?
00:12:46.663 --> 00:12:49.993
How would you advise them to navigate that?
00:12:50.836 --> 00:13:06.772
So that's a really great question, because a lot of I do work so much with kind of similar to you those high, the high level executives, those mid-level managers, and then the young professionals that are like maybe just starting out and this is something I see so common is that there are some really great young professionals that have such great ideas.
00:13:06.772 --> 00:13:10.225
They're also used to kind of things being easy, right, Like we're in high school.
00:13:10.225 --> 00:13:11.369
Everything's structured for me.
00:13:11.369 --> 00:13:15.136
I go to college, I know now I got to sign up for classes, but still things are structured.
00:13:15.136 --> 00:13:16.821
I just follow the map and I show up to school.
00:13:16.821 --> 00:13:27.533
So when they get to a job where there are inefficient processes, they feel the frustration more than maybe some of us that are jaded and have been there for so many years, right, and the difference for me?
00:13:28.075 --> 00:13:38.190
sorry, let me actually back up and say if you are feeling that frustration and you haven't problem solved before and you're bringing up those frustrations, you're going to be positioned as the complainer.
00:13:38.190 --> 00:13:40.403
You are now branded as the problem child.
00:13:40.403 --> 00:13:52.192
I have seen people get kicked out of meetings because they're like, well, you're always showing us what's wrong, like we don't need that Right, and it's easy to get into that mindset and just be labeled that way.
00:13:52.192 --> 00:13:58.216
And so what you have to do is say, okay, I can't, just not complain Like I can't leave this alone because this is a problem for me and for everyone else.
00:13:58.216 --> 00:14:00.062
But how do I actually move this forward?
00:14:00.062 --> 00:14:04.429
And the biggest thing is understanding how the other person sees it Right.
00:14:04.450 --> 00:14:10.466
So when we in lean, we talk about voice of the customer Also, the customer doesn't just mean our external customers.
00:14:10.466 --> 00:14:12.932
They're the most important customers because they're paying us Right.
00:14:12.932 --> 00:14:15.365
But we've got internal customers Right.
00:14:15.365 --> 00:14:18.273
So we've got to say, ok, I've got this problem.
00:14:18.273 --> 00:14:20.263
How does my manager view this problem?
00:14:20.263 --> 00:14:23.527
How does like, why would they care about me solving this Right?
00:14:23.527 --> 00:14:28.914
If about my recruiting days and okay, we've got a whole bunch of applicants, we don't have a great way of tracking this.
00:14:28.914 --> 00:14:29.841
What have you?
00:14:29.841 --> 00:14:32.548
It's frustrating for me because it's a lot of data entry.
00:14:32.548 --> 00:14:33.981
I gotta waste time finding the information.
00:14:33.981 --> 00:14:35.086
I feel disorganized like.
00:14:35.086 --> 00:14:35.990
That's annoying.
00:14:35.990 --> 00:14:39.023
But what does the owner of the staffing agency care about this?
00:14:39.023 --> 00:14:43.154
Well, he wants me to fill the orders for our clients faster yes right.
00:14:43.274 --> 00:14:44.599
so's like okay, what's the big money?
00:14:44.599 --> 00:14:51.701
Talk for my manager or for my peers If they feel like data is disorganized hey, you want things faster for me.
00:14:51.701 --> 00:14:58.990
We've got to fix X, y and Z, so we've got to say this is the outcome of the solution, but this is where the problems are coming from.
00:14:58.990 --> 00:15:11.162
So if we can stop complaining first and just use the complaining as maybe the reasoning behind why we want change, that's how a young professional can now really frame their value in a company instead of being that problem child.
00:15:11.383 --> 00:15:14.048
Oh, that's expert, expert advice.
00:15:14.048 --> 00:15:18.485
There you go, l&m family, you got some gold.
00:15:18.485 --> 00:15:20.389
I worked for a pipe fitter, ed Mauricio.
00:15:20.389 --> 00:15:23.761
I was his helper for a couple of years and brilliant advice.
00:15:23.761 --> 00:15:26.969
Like he slapped me silly, really, because I was a complainer.
00:15:26.969 --> 00:15:29.134
But I didn't understand that I was a complainer.
00:15:29.134 --> 00:15:33.331
I thought I'm helping people realize that there's better ways to do things.
00:15:33.331 --> 00:15:38.652
And because I had I heard the saying right, the squeaky wheel gets the oil.
00:15:38.652 --> 00:15:46.073
And so Ed said, jesse, yes, the squeaky wheel gets the oil, but the broken wheel gets replaced.
00:15:46.073 --> 00:15:53.289
And I'm like, oh damn, if you never stop squeaking, maybe you're broken Right.
00:15:53.870 --> 00:15:57.419
And then he went on he's like Jess, don't complain.
00:15:57.419 --> 00:16:02.250
He's like you take on every fight, every inefficiency, everything that bugs you.
00:16:02.250 --> 00:16:04.606
It's a bit, you make a big damn deal about it.
00:16:04.606 --> 00:16:07.488
Inefficiency, everything that bugs you, it's a bit, you make a big damn deal about it.
00:16:07.488 --> 00:16:08.951
It's like, how about you stop complaining?
00:16:08.951 --> 00:16:14.370
Or, like he said, don't complain about anything that you're not prepared to take action on.
00:16:14.370 --> 00:16:19.471
And then I'm like, oh, got it.
00:16:19.471 --> 00:16:29.976
Like, okay, if there's something, sure, there's a million things for me to to whine about, but if I'm not prepared to take ownership and do something about it, bring it to resolution.
00:16:29.976 --> 00:16:37.929
Do the thinking that you described like, connect it to the outcome and contextualize it so that the decision maker can be on board with the solution.
00:16:37.929 --> 00:16:44.095
If I'm not prepared to do all of that, don't say nothing, suck it up and deal with it.
00:16:44.095 --> 00:16:52.892
I'm like done Totally transformed my trajectory because I was not building credibility by complaining all the time, it just.
00:16:52.892 --> 00:16:54.676
It took me a long time to figure that out.
00:16:56.519 --> 00:16:58.652
And I hope whoever's listening can be like, okay, I'm going to.
00:16:58.652 --> 00:17:01.890
I'm going to just take the lesson from them and not try to learn it for myself.
00:17:01.890 --> 00:17:05.740
What I love about what you said is it has so many different applications.
00:17:05.740 --> 00:17:07.951
Like same thing with gossiping in the office.
00:17:07.951 --> 00:17:12.814
You're gossiping about it, but are you prepared to tell that person how you feel about the trust?
00:17:13.233 --> 00:17:35.494
If you and I if I decide to gossip to you about somebody.
00:17:35.494 --> 00:17:45.894
I'm going to feel good talking smack about somebody, but the risk is that you're going to say, like Jesse, I thought Jesse was a higher caliber person, but he's a smack talker.
00:17:45.894 --> 00:17:56.776
Because if he's going to talk smack to me about that person, the likelihood is that he's going to be talking smack about me to somebody else, right, and then so there goes the whole credibility button.
00:17:56.776 --> 00:17:59.201
So excellent point on the.
00:17:59.201 --> 00:18:00.271
What is it the gossip?
00:18:00.271 --> 00:18:01.074
The cheese man?
00:18:01.074 --> 00:18:01.855
No, cheese man.
00:18:01.875 --> 00:18:02.376
Right.
00:18:02.376 --> 00:18:16.330
I think something else we missed as well, though, going back to solving the problem as well, though, going back to solving the problem, A lot of people because I hear this also from a lot of managers because part of, ultimately, from processes we got to make job descriptions right.
00:18:16.330 --> 00:18:20.012
We shouldn't have job descriptions just because we see a problem, but it has to relate back to a process.
00:18:20.012 --> 00:18:24.731
And I'll start talking to managers like, okay, well, what is, what's the expectation for this person?
00:18:24.731 --> 00:18:25.833
We've got to have clarity here.
00:18:25.833 --> 00:18:29.198
We've got to say, like, what does success look like for this person?
00:18:29.198 --> 00:18:33.684
And a lot of times, one of those bullet points is well, I want them to be able to solve problems.
00:18:33.684 --> 00:18:36.497
If they see something, I want them to come with me to us with a solution.
00:18:37.381 --> 00:18:44.541
And what I realized is a lot of people have never been in that position of no idea how to solve the problem, which is something that okay now.
00:18:44.541 --> 00:18:51.866
Now I then work with my clients and their lower level team members say okay, this is how we're going to start solving problems, this is how you can approach it right, and we do that training.
00:18:51.866 --> 00:19:08.680
But for anyone that's listening also, I want to say you don't always have to come to your manager with a solution, but you can say I see this problem and it's affecting XYZ, so if you could still frame it in the this is why you care about it right, and then say I need help finding a solution.
00:19:08.680 --> 00:19:09.501
Or how do you?
00:19:09.501 --> 00:19:11.849
How is the best way for me to approach this Right?
00:19:11.849 --> 00:19:16.602
So a lot of times we hear all the time will come to me with a solution and you're like, I don't know how.
00:19:16.602 --> 00:19:17.491
Like, can I ask?
00:19:17.511 --> 00:19:17.893
for help.
00:19:17.893 --> 00:19:19.377
Am I allowed to?
00:19:19.458 --> 00:19:20.221
ask you questions.
00:19:20.221 --> 00:19:27.397
It's OK if we don't always have a solution, but let's get going on the action plan, still getting out of that complainer mindset Right.
00:19:27.438 --> 00:19:31.071
Yeah, absolutely, out of that complainer mindset, right?
00:19:31.071 --> 00:19:31.492
Yeah, absolutely.
00:19:31.492 --> 00:19:38.071
And that takes us back to the idea of speaking up, providing them an avenue, and the idea of internal customers, because that has been.
00:19:38.071 --> 00:19:48.040
I'll say this at a certain point I've had some influence and one of my jobs I say jobs cause I've had like a bunch of different jobs in my career, yeah, yeah.
00:19:48.481 --> 00:19:53.541
My, my responsibility was to support the business unit and recruit people.
00:19:53.541 --> 00:19:57.381
I worked with a lot of staffing agencies, like partnered up to find people, blah, blah, blah.
00:19:57.381 --> 00:20:05.477
I would analyze financial projections and manpower projections and reconcile that, find out who's lying and find out where the problem like.
00:20:05.477 --> 00:20:08.653
I did all that fun stuff and then I did like the lean stuff right.
00:20:08.653 --> 00:20:18.761
That was my side job and every so often the project teams would want me to come to the project to like find, look deep into a problem and help launch something or help shore something up.
00:20:18.761 --> 00:20:28.319
And my deal was this yes, I will come to your project on one condition you do not introduce me to the general contractor.
00:20:28.319 --> 00:20:30.238
This is when I was on the trade side of the business.
00:20:30.238 --> 00:20:31.481
You do not introduce me to the general contractor.
00:20:31.481 --> 00:20:32.127
This is when I was on the trade side of the business.
00:20:32.127 --> 00:20:32.661
You do not introduce me to the GC.
00:20:32.661 --> 00:20:41.530
And if, by chance, we end up crossing paths, I'm nobody of consequence, I'm just a damn fly on Like.
00:20:41.530 --> 00:20:51.559
I'm just a visitor taking your time, because if they knew that I was responsible for labor, they would be hounding me, and so I got a little bit of trouble for that.
00:20:51.559 --> 00:20:52.692
They're like Jesse, you can't do that.
00:20:52.692 --> 00:20:53.515
They're our customers.
00:20:53.515 --> 00:21:00.423
Like, yeah, no, I agree, they're our customers, but we have so many resources dedicated to serving the external customer.
00:21:00.423 --> 00:21:10.541
You don't need me doing that too, because the resources we have serving our internal customers are thin and I want to be that resource.
00:21:10.922 --> 00:21:26.653
Now that takes me to this idea of helping people speak up or find an avenue to speak up, and what you described when you have a leader that says don't bring me problems, bring me solutions which sounds cute, but it's not that easy.
00:21:26.653 --> 00:21:32.001
And introducing people you said it, but it's not that easy.
00:21:32.001 --> 00:21:34.946
And introducing people you said it.
00:21:34.946 --> 00:21:41.761
Some people don't know how to do that, and so you got to like some people get autonomy and they lose their mind because they don't know how to deal with autonomy, but they want it.
00:21:41.761 --> 00:21:56.820
And I think that's all like within that ball of knots, this idea of helping the workforce, the people closest to the delivering of the value, of helping the workforce, the people closest to the delivering of the value, helping them speak up and surface problems and do something about the problems.
