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Whatisgood,everybody?
IamyourhosttodayforautoTalkwithJazz.
Well,everyday.
MynameisJasmineBooker,andifyouhaven'talready,likesubscribe,followonInstagram,Facebook,xdev,LinkedIn,anythingthatyouarelisteningtothison.
Alsofollowandreview.
Letmeknowwhatyouarethinkingoroneofthethingsthatyouthinkthatcanmakethisbetter.
Iamveryopentoreceivingthefeedback,andIlovethefeedbackbecauseitobviouslyallowsmetomakeitbetterandmakechangesandwhateverelse.
Whatarewegoingtotalkabouttoday?
Lastepisode,wetalkedaboutwhatmanagerscandotohelptheorganizations,andnowwe'regoingtofocusontheemployeesbecausealotofy'allthatlistenareworkers.
They'renotthemanagers.
Butyoucandefinitelysharethepreviousonewithmanagersorwithshopsleadershipandletthemknowaboutwhatyouneedinordertobesuccessfulandwhatyoumaywanttoinordertoimprovetheworkenvironment.
Whatarethethingsthatyouneedfromtheminordertobebetter?
Isaidnoneofthatlookingatthecamera,butthat'sfine.
Y'allwillbeallright.
SoitgoesbacktowhereIsaid,managershavetosetthestandardandtheyalsohavetomaintainthestandard.
Well,thatalsofallsontheworkers,becauseassoonasyougettoldwhatthestandardis,youhavetobe,youhavetodoittoo,especiallytheolderguys,becausewhenitcomesdowntoit,wheneverwecomein,especiallythenewerones,andIsaywebecauseI'mstilllessthan,well,I'matthetenyearmark.
SoIguessevenwheneverI'mnewandbeingbroughtin,Istilllooktothepeoplewhohavebeenthere1020yearsorevenfiveyearstoseewhatisitthat,whatstandardsarebeingsetandwhatdoIneedtodoinordertoupholdit?
WhatdoIneedtodotomakethisabetterworkenvironment?
AndifIcomeinandtherearenostandards,you'releaving30minutesearly,you'recomingindrunk,you'recominginlate,Iautomaticallyassumethatstandardsaren'tbeingtakencareof.
Therearenostandards.
Andthatwhateverhappens,aslongasthecompany'smakingmoney,noonecares.
Andthatisalotoftimeswhatshopsaredealingwithisthereisnostandardstomaintainbecausealotoftimesmaybethemanagershavegottenoverstressed.
Theynolongercareabouttheirjobandthereforetheworkersnolongercareabouttheirjob.
Andthey'restressedandthey'rejustlike,noonecares,sowhyshouldI?
Andalotoftimesthatusuallyisthereasonwhyit'sharderforpeopletomoveawayfromjobsisbecausetheyhavebeensousedtothestandardsbeingsolowthatit'slike,well,I'mnotgonnalet,I'mnotgonnabeabletodothisanywhereelse,soImightaswellstay.
Andalotoftimesthatgetsresentmentbecauseit'slike,you'renotpayingmemore.
Butthenthemanagersgo,well,whyamIgonnapayyoumoreifyou'renotgoingtobehere?
Andit'slike,well,whyamIbeingherewhenyou'renotevenhere?
Andsonowyouhavethatbackandforth.
Nowyouhavetheanimosity.
Nowyouhavethisfightbetweenmanagersandworkers.
Andit'slike,ifanybody,themanagersshouldhaveputthestandardsinplaceandmaintainedthem,buttheworkersalsoshouldhavespokenup.
Andthat'sactuallythesecondthingisembracingthechange,butembracingthechange.
Bye.
Usingyourvoice,becausewhenyouseesomething,saysomething.
Whenyoudon'tsayanything,somethingstaysthere.
Andevenifit'snotyourmanager,thatthenmakesthatchangegosomewhereelse,likegoup,butalsobewillingtoembracethatchangewheneversomethingstarts.
Whenyoumakethedecisiontogetthosechangesenforced,bepreparedtohavetoadvocateforthatwhenyouuseyourvoice.
Youarethereasonwhystandardsdogomore.
Youarethereasonwhypeoplecanmoveforward.
Wealotoftimeslooktothepeoplewhoaren'tmanagers,butwhohavebeentherelongertoseewhatitisthateverybodycando.
Andalotoftimes,thepeoplewhoareolder,theoneswhodon'twantchangetohappen,alotoftimesit'sbecausetheyarethepeoplethatare,whoarebenefitingfromthestandardsbeinglow.
They'rethereasonwhytheshopisnotdoingwell,butthey'remakingmoney,sowhydotheyhavetochange?
Andittakesalotforpeoplewhoarehigheruporalotforpeoplewho'vebeenthereforalongtimetomakethatdecisiontochange.
Andwheneveryoudoembracethechange,andwheneveryoudobecomethevoiceofreason,doit.
That'sthereasonwhyyou'rethere,isyoudon'thavetobeamanagertomakechanges.
Youarethere.
You'vebeentherelongenoughforthatforareason.
Andassoonasyouarethepersonwhocomesupandsays,thisisthereasonwhyweneedthechanges.
Wedon'tneedanothermanager.
Weneedthemanagertostepup,orwedoneedanewmanager,becausethismanagerisn'tsteppingup.
Thismanagerisdoingsomethingillegal.
They'renot,they'rejusttakingmoney,they'rejustdoingthis.
They'rejustdoingthat.
Youarethevoiceofreasonandthereforeyoushouldusethatvoicetodoit.
Andanotherthingis,likeIkindofstatedalittlebitago,isadvocatingforothersbecauseyou'vebeentherelonger.
Sowheneveryouseeapersonthatmaybeisn'tbeingusedtotheirfullpotential,oryou'relike,thispersoncanbring,canmaketheshopbetter,butweneedthemtobeproperlytrained.
Whenyouseethatdoit,sayit.
Say,hey,I'mwillingtotrainthispersontomakethecompanybetter.
Becausewhenyoudothat,itshowsmanagementthatyouseeotherpeoplehavepotentialandyoushowyourselfasateamplayer.
There'salotoftimeswherewedon'thavethatinthefieldandit'severybodyforthemselves.
Soseeingolderpeople,peoplewhohavebeeninthisindustryfor2030years,comeandsay,Ibelieveyouhavewhatittakestobesuccessfulinthisfield,andIwanttotrainyou.
WhenIseetechniciansdothatandthey'resaying,Idon'tcareifImakemoney,Iwanttohavealegacy.
Iwanttobeabletoseethisnewgenerationhavewhatittakesinordertokeepthisalive.
Andthey'redoingitoutsideofthemselves,itmakesmefeelalotbetter.
Itmakesmeseethatnoteverybodyisselfish.
Itmakesmeseethateverybodydoeswantthisfeeltolastaslongasitdoes.
Andalotofthepeoplewhodoitaretheoneswhoarewillingtotrainandwillingtobetheadvocateforotherstobesuccessful.
Thispersonhaswhatittakestobesuccessful.
Let'sgetthemuptoparsotheycandoitandtheyactuallydoit.
Notthemjustsayingtheworst,buttheytrulydoit.
Anddon'tsee,don'tbecomeselfishbecause,oh,thisperson'sfast.
Letmemakethemgivemetheirhours.
No,I'matrainthemasatechnician.
I'mgoingtoteachthemhowtodiagnose,I'mgoingtoteachthemhowtolookforsignsofissues.
I'mgoingtoteachthemhowtoactuallytellcustomersthetruthabouttheirvehiclesandmoveforwardwiththat.
I'mgoingtoteachthemhowtomaybejustsharetheloadandbeabletoaskeffectivelyandbeabletocollaborateeffectively,thesearethingsthattechnicians,especiallytheoldertechnicianswhoactuallytaughtme,that'swhattheytaughtmehowtodo.
Andwhenevertheydidallowmetodothat.
Ittaughtmetobeabettertechnician,andittaughtmetobeabetterclaimsadjuster.
Abettercustomerservicewritertaughtmetobebetter,anditallowedmetonotonlymakemistakes,butitallowedmetojustbebetterinthisfield.
Anditmademehappyatmyjob.
Tobewho?
TobeatechnicianortobeaclaimsadjusterwheneverIwasabletohelpotherswaswheneverIwasatmyhappiestorwheneverIwasabletolearnorteach,thatwaswhereIwasmyhappiest.
AndIthinklastthingthatIdidsayfor,well,thiswasn't.
Itwasthesecondtolastthing,butthelastthingIdefinitelydidoroneofthethingsIdidsayformanagersthatworkersdoneedtodoisbeingapartofmakingtheorganizationalculturebetter.
AndwhatImeanbythatis,whenpeoplecomeintowork,dotheyfeelliketheycancomeinandnotbejudged?
Cantheycomeinandfeelliketheyarepartofagoodworkenvironment?
Dotheyfeelsupported?
Dotheyfeelliketheyarebeinglistenedto?
Dotheyfeellikepeoplearecominginandactuallydoingwhatthey'resupposedto?
Andwhateveryoudo,youneedtomakesurethatotherpeoplearedoingaswell.
Ifyou'recomingonontime,ifyou'recomingbackfromlunchontime,ifyou'releavingontime,ifyouarehelpingotherpeople,ifyouaresharingtheload,ifyou'redoingalltheseotherthingsandyouseesomeoneismaybetakingadvantageoftheirtrainingortakingadvantageof,youknow,someone'shavingahardtime,andnextthingyouknow,they'retakingallthegravywork.
Ormaybetheyaremakingitharderonotherpeople.
Soinsteadofthemactuallydoingtheirownwarrantyworkortheirownscrewups,theyjustsendittosomeoneelsesotheycandogravywork,they're,youknow,talkingbadtotheotherservicewriters.
Thenewservicewritersthatarecominginareoldonesandmakingotherpeopleloseworkbecauseofit.
Saysomething.
Becausewhenyoudon'tsaysomething,youareapartoftheproblemandyouarethereasonwhythatpersonisnolongerworkingthereoryou'rethereasonwhythispersondoesn'tfeeladequate.
So,yeah,andthen,youknow,Isaidembracechange,butIdidn'treallystatewhatthatmeans.
Andwhatthatusuallymeansisgoingbacktomyfoursteps,doit,fixit,ordoit,critiqueit,fixit,repeatiswheneveryouareinthemidstoffixingitonceyou'vestatedthatsomethingneedstochange.
Changethat.
Imean,there'snothingelsethatyoucansayordo.
Youhavetochangejustlikethemanagerdoes.
Andifyouarenotwillingtochange,ifyouarenotwillingtoatleastallowittomanifesttoseeifit'sgoingtowork,thenyouareapartoftheproblem.
Therefore,donotbeupsetwhenthemanagergoes,okay,I'vegivenyouawarning.
I'llgiveyouawarning.
I'llgiveyouawarning.
Andtheyfinallydecidetoletyougo.
It'sbecauseyou'renotwillingtobeapartofthechange,butyou'rewillingtocomplainaboutnotmakinghours,oryou'rewillingtocomplainaboutsomeoneelse,butyou'renotwillingtoputthesameworkintomakethosechanges.
Youjustwanttocomplain.
Sodonotbeupsetwhensomeonecomesinandmakesthechanges.
Andifthechangesdon'twork,okay,saysomethingsothatwaywecanchangeitagainorthatwayitcanbediscussedandfixed.
There'snowaytofixasituationifyoudon'tsaysomething,andthat'ssomethingthathappensallthetime.
Okay,well,thisdidn'twork.
Okay,solet'sseeifwecanchangeit.
Well,thisdidn'tworkeither.
Okay,well,howlongdidyouallowittotrytowork?
Ifyoudidn'tallowittoworkformorethanaweekormorethantwoweeks,thenobviouslyyou'renotgoingtoseechanges,especiallystuffthatpeople,peopleregressbackto.
Whattheydo.
Peopleregressto,youknow,theiroldbehaviorsgivepeopletimetochange.
Peopledon'tchangeovernight.
Peopledon'tchangeintwoweeksifthey'vebeendoingitforyears.
Yougottoletthemmakethemistakes,correctthemeffectively,andthenallowthemtogrow.
Theproblem,theissueswiththisindustryisyoudon'tallowpeopletomakemistakes.
Andyou,insteadof,youbasicallydestroythembytellingthemthatthey'rehorribleorwhatnot,oryoumadethismistake,butyoudon'tredirectthem.
TherewasabookthatIreadcalledthenew1minutemanager.
Andinthe1minutemanager,theyactuallytalkabout1minuteredirection.
Redirectingsomeonedoesnotmeanthatyouonlypointouttheirfaults.
Redirectingmeans,well,maybelet'strythisinsteadofdoingthis.
Let'smove.
Let'sredirectyourself.
Let'strythisinsteadofdoingthis.
Okay,Iseetherewasaproblemhere.
Maybeweneedtodothis.
Evenredirectionmeansmaybeswitchingthemtoadifferentjob,becauseyouseethatthisisanissue,thisisastruggle.
Andmaybeyouseethatthere'sastrengthinthisandthisiswhereyouneedthemtobeinsteadofrighthere.
Orifyoudon'thavewhatittakestokeepthemthere,thenletthemknow.
Maybethisisn'tthebestthingforyou.
Donotkeeppeoplewheretheyarebecauseyou'reafraidoftellingthemtheyarenottherebecauseyouaregoingtodothemadisservicebykeepingtheminasituationthattheycannotdealwith.
Butalso,don'tberudeaboutit.
Andalsodonotblamethemfortheirshortcomingsbecausetheycan'tdosomethingthatyoufeltliketheycoulddo.
Becausesometimespeoplearen'tperfectforeveryposition.
That'sjust,itiswhatitis.
Noteverybody'sgoingtobeforeverything.
Maybetheyhavesomethingherethat'sgreatandnothere,andyouneedtobehonestwiththemandtheyneedtobehonestwiththemselves.
Soembracethechange.
Helpwithorganizationalculture.
Bepartofthesolution,notpartoftheproblem.
Useyourvoice,beanadvocateforothers.
Youcollaborateeffectivelyandhelpmaintainthestandards.
Thatiswhatagreatemployeedoes.
Oppositeofgreatmanager,greatleader.
Notsayingyougottodoityourselfbecauseyoucan'tbegreatifyourleadershipisn'tgreat.
Andobviouslyitstartsfromthetop.
Andexcusetheexpression,butthisissomethingthatI'veheardmultipletimes,andthat'sshittrickles.
Soitstartsfromthetop.
Whenthetopdoesn'tdowhatthey'resupposedto,howdoyouexpectyourworkerstodowhat'ssupposedto?
Andwiththat,Ihopey'all,likey'allarefollowingthis.
Ihopey'allthishelpedyouinsomeway.
Ifnot,Idoapologizeandmaybethenextepisode,soitwillhelp.
Ifso,Iwouldlovetohearyourfeedback.
Iwouldlovetohearstoriesofmaybehowyourworkershelped,benefited,andmaintainedandimpactedpositivelyyourorganizationalcultureandhowmaybeyoucanseeworkersinthefuturedoingthat,especiallyinyourshopsorinyourstores.
Andhopetohearfromy'allsoon.
Bye.
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