 It's in here too. Hey, good afternoon, everybody. Tom Stewart here with Liz Trout. And this is Smart Business Moves. Hey, y'all. Wednesday. You know what, this is tax day for companies who did the whole extension thing, like a lot of us. Yeah. Like me, yeah. Me, I'm one of those people. Yeah, I haven't even heard from my accountant. And usually, I'll hear today something. So gosh, I'm wonderful waiting until midnight. You haven't signed stuff and dropped it in the mail yet? No, they usually file everything electronically. And they just let us know. Yeah. So Tom, I heard you have an amazing guest today. I do. I have this. You know, this person has so much talent, wisdom, and sage advice. That's amazing. Yeah. Where's my popcorn? I've got to say that. You're funny. You're funny, Tom. I'm glad you're here. Oh my god, this is going to be awesome. OK, those tins usually are terrible. Is that one of those tins of popcorn that's like five bucks? It's from Christmas. Oh. Yeah, that's not good. That's not good. Hey, did you have any more? Oh, go ahead. What were you saying? There's a reason why there's still popcorn in it. Yeah, in September. But I'm surprised that you can chew it. Isn't it just like cardboard or styrofoam? There's like three different varieties in there. Like the horrible stuff is like one contiguous chunk. Yeah, you know, you break your fingernails when you try to get that loose. And the others, anyway, I'm good. So you were asking me? Yeah, yeah, I was asking if we heard anything more about the idol, the increase, the idol increase to up to a limit of 2 million. Yeah. Actually, I was going to play it around with a little bit. I actually have the SBA portal was looking at it just before we jumped on. Hey, Linda, it's given me the opportunity to request up to $2 million, requesting it and getting it or two different things. But it's like, well, that's pretty cool. You know, the interest, I mean, it's like a 30-year note. But the monthly payment, rather, is almost $10,000 if you borrowed the full $2 million. Pocket change, right, Tom? It's $2 million. Pocket change, 10 grand. I'm toying with the idea of doing it just to see what happens. I mean, you were pointing out to me before we got on the call that I don't even have to make a payment for two years, right? And really, I mean, I feel like that is true. That's a sound strategy for anybody that thinks that they might actually have a use for $2 million. I don't. So I was telling you, dude, this seems like a no-brainer. You've got the money right there. It's not like you can't just pay it back. You've got two years to pay it to make your first payment. Although you are accruing interest that whole time. But you can, I mean, you can invest. You can, like, buy other cleaning companies. You could. Absolutely. I mean, theoretically, you're to use it. I mean, you can pay down, you can prepay other debt. So any bank notes, any car loans, any, you know, business-related real estate. I'm saying this loosely. I don't know. You've got to read the details on all this, it seems like you can make all your debt go away with us. You know, I mean, you would, you'd be consolidating your debt. You'd still have debt, but presumably- But at a much lower interest rate, probably. Yeah. Yeah. So I don't have $2 million in debt, but if I did, I would absolutely be going for the $2 million. I don't have $2 million in debt. Thankfully. I don't want $2 million. You don't yet, but you have the opportunity to. Yeah, no. And I don't know how they make the decision about how much money you get. I cannot imagine that they would be giving somebody my age, $2 million for the course of 30 years. I just find that kind of hard to believe. No, no, no, no, no. I can't. Based on age, there's rules against that. There's rules. Yeah. I mean, that's- They'll come up with something different. They'll come up with some other reason. No, there's a formula. And there was a formula in the past and it was based on how much operating, what your operating expenses were on a monthly basis for a certain number of months. And I don't know if that formula, I don't know if that formula's changed or not. I haven't dug into it deep enough to find out, but yeah, the likelihood of getting approved for $2 million, I mean, you'd have to have a lot of operating expenses in order for that, but yeah, I don't know, maybe. Yeah, I'm not thinking I'm getting approved for $2 million. I know people who are doing it that I think have a very good chance of getting the money, but I'm not one of them. I am not one of them. Well, I'll keep you posted. All right, looking forward to hearing what's happening there. So what you wanna talk about today, Liz? All right, so I don't think you ever announced to the guest list. You said that they were amazing. Liz Trotter is our guest today. We're gonna be talking about matter, meaning, measure and autonomy. We are. I mean, really, if you think about this, there's so much effort going into recruiting and hiring and how to get the right Indeed ads set up, and if you just kind of step back and think about it, what are the people that you're hiring really looking for in a place of employment, or are we really addressing all of those needs? Because if you're not, then, okay, great, I just took this new crappy job and it was just as bad as all my other jobs and I'm not gonna be here very long, just like I haven't been in all my other jobs. But if you can actually peg it right and create a culture and environment where people want to be, where it's an awesome place to work, you don't have to hire nearly as many people, do you? No, nowhere near. Hey, Trisha, Denny, and Tom, you said the key word right there, it's want, where people want to work and they want to do a good job. So it's not just that they want to work there, but they also want to do a good job. And whenever I mentioned that to anybody, they're always like, okay, Liz, yeah, duh, but how do you make people want to do a good job or want to work there? Well, that's what we're gonna talk about, is matter-meaning measure and autonomy. And some of you probably know that how many people does it take to create a culture? Uh-oh, we're gonna get into that, Denny. So actually only one, we're gonna be talking about culture on our very first slide here, but really just one person, you have your own culture and it does start from the top. As much as we would really like to think that it didn't, I was in, do you guys know what Aileron is? Not sure if anybody here knows what Aileron is. I know. You know, what would you call Aileron? Business, development, leadership development or? Yeah, located in Dayton, Ohio. Yeah. I'll pull their website up here. Maybe we can all, because it's kind of a cool thing. Aileron's very cool. We should all know about it. Yeah. I was in, while Tom's pulling that up, I was in a workshop with them yesterday and one of the things that Aileron helped, oh, that's weird. Oh, Aileron management. Weird. I get it. So weird though. And one of the women in my breakout group was, so you have to decide where your core issue is and you have a choice, two of the choices. One is leadership, that there's a leadership issue. And then another core challenge is employee development. And she chose leadership development and she got hit kind of hard for that. Are you just trying to like weasel your way into having both things? Either it's leadership or it is the employee development. She was like, well, I need to develop my leadership team because the employees that are my leadership team, so I need the leadership developed, but I'm good. It's them. They're the ones that need the development. Y'all, she actually said that, out loud for all of us to hear that she's good. So was this an Aileron workshop that you're participating in? Yeah, Aileron workshop. Oh my lord. Okay. Did people jump on her? It got very quiet. And then it was very quiet. There was a noticeable lull that was uncomfortable and then they said, well, that could very well be that you are fine. Then maybe it is we need to develop your people that are working for you. If you believe that everything you're doing is creating a great environment and blah, blah, blah, blah. She went, they went on with her. But oh, good. I like this. Okay. So. Aileron is a nonprofit using professional management to improve the lives, businesses and communities to improve lives. Okay, so whoops, and they're here to help. Now they say it's nonprofit, but you still have to pay for stuff, y'all. Yeah. But it's really cool. The guy who, I think it was Ames Dogfood started it and I guess he sold that P&G or something and had some extra money and they got really nice property and facilities out in Dayton, Ohio. And we went there a few years ago, right? Yeah, really, really nice. And I love their model. I love what they teach. It's very much in alignment with what I've always known and thought and taught. So it's very, very, very cool. Watch out for the link here. It's something that everybody on this call should at least go to their website and kind of poke around a little bit. The concept of- That's what we did, Tom. Oh, sorry, was the course for presidents. That was the name of it. Yep. Yep. So anyway, so I wanted to talk today about matter-meaning measure and autonomy. And for those of you that have been around a while, you probably think, gosh, it doesn't sound the same as it used to. Tom pointed out to me that it used to be matter-meaning measure and accountability. And when the COVID situation hit, I changed accountability to autonomy because autonomy was needed much more. We were having a situation where so many more people were having to work solo and we needed to be able to train on this autonomy idea. And accountability sometimes gets a bad rap because people misinterpret what accountability means. And I did not want there to be a situation where people were trying to hold people accountable by punishing them. Because in the new environment, the COVID environment, that was not going to go well. So we switched over to our time. So some people hear accountability as punishment. They do. For that thing? They hear it as telling people what they did wrong. That's how they hear accountability means showing people what they did wrong and making them do it the right way. And the behavior that comes along with that thinking is punishment. You're bad. You're wrong. You did this. And so that doesn't work real well. It's kind of like the term constructive criticism. I don't hear that as much as I used to. But anyway, you slice it. Criticism's not really a good thing. There's, you know, you can offer feedback or advise us a lot of more positive ways you can say it than constructive criticism. But accountability, I think, is a useful term. Hopefully we don't remove that from our lexicon. No, we're not going to remove it because accountability is super important. The piece that I wanna point out though is the accountability at the top first, right? So before you start pushing accountability onto other people, you have to be accountable. So you have to be doing your thing. Me. Unlike the person in your Aileron meeting. Y'all, that was just so uncomfortable. So uncomfortable. Yes, so unlike that. All right, so I thought what we would do today is I would go through, well, let's hit this first slide here, Tom. First. Okay. Let's see if, let's see if I can, isn't it the bounce down button? You wanna click. There we go. All right, so Deneat, you had asked, like how many people does it take to create a culture? And my answer was one. And this is the reason why. So your culture, so like when we're talking about a culture and your culture can be anything, right? You can have a terrible culture but we don't really wanna create just a culture. So culture is in and of itself is not good enough. What kind of a culture do you wanna have? So what we're going to be talking about is a culture of excellence, okay? So a culture of excellence is, this is what you would be doing to try and create that. But this is how you create any culture and not create it. This is what a culture is. A culture is your people and the way that they are. So how they are is part of your culture. And then it's your beliefs, your belief systems. It's the way of thinking that you have or your people have. It's the way you all think together as a company if we're talking about a company culture and then your emotions. So that this is the way you feel in your company and the way it is accepted to be feeling and to be thinking and being. And then the behavior is it's your behavior which is your way of acting. So how do you act in your company? So how are you? What do you think? How do you feel and how do you act? And if you want to have a culture of excellence then those things also all have to be excellent. Like you have to be excellent. You have to think excellent things. You have to feel excellent ways which means you can't just be always negative and Debbie Downer and all of that stuff. A lot of times people get stuck on feeling because it seems like, yeah, but I can't help the way I feel and all or all feelings are, oh, what's the word? Like you are validated, right? We should validate all feelings because the way people feel is fair regardless. Okay, I'm glad you agree, Denit. But we want people for a culture of excellence. We want people who feel excellent. It's hard to have a culture of excellence if you feel like crud, right? I'm not saying you can't feel like crud but your culture is not going to be an awesome culture. It's gonna be a cruddy culture or it's gonna, a piece of it's gonna be cruddy. And then your behavior, you have to act in an excellent manner. All right, so I love just this little piece because your culture is really about the people and how they are. That's all. So are some of those more important than others? I don't think so. What do you think, Tom? Do you think they are? I don't know. I think behavior in acting drives a lot of it because like from a human resources standpoint, you're talking about providing feedback on people's performance. It's very difficult to talk about, well, you don't believe the right things or you've got a bad attitude. You really need to focus on the behavior. What are the things that we can identify and measure? And likewise, if I can behave in a certain way, if I can act like I'm having a good day and if I can act positive, I mean, sooner or later, your brain starts to think the way that you're behaving. So at the end of the day, so much of it I believe is just about the behavior and the way we act and the rest of it kind of follows. The person you are, the things you believe, the emotions you feel can all be driven by the behavior. One, I would argue that they're all driven by any of them. They're all connected. So usually when you see this, that you'll see it in a triangle and you won't see the being, the being is in the center of the triangle and then the points of the triangle are the thinking, feeling and acting. If however you act creates a new way of thinking, which creates a new way of feeling, which creates a new way of acting. So everything is connected and it goes the other way too. But to your point, Tom, I wouldn't say that any of them are more important by any means, but I would say that the way of acting, the behavior is the thing that we can see. It's the easiest to correct. It's the easiest to talk about. And so it's the first place to look and the first thing to talk about. Don't be talking to people about their belief system and their emotions if how they're behaving is fine. That doesn't make sense for your business, right? You're trying to bottom line as we need people who are going to do what we need them to do. But the only reason you would probably be talking to someone about a problem with their emotions or their beliefs is if you saw a problem in their behavior. That's usually where things crop up. And from a legal standpoint, from an HR best practices standpoint, you want to be dealing with the behavior. Yeah, especially if you're going to be doing, especially if we're talking about any kind of punishment or, and I'm not a fan of punishment anyway, but anything where people are being reprimanded in any way, you're not going to want to be reprimanding people for anything other than their behavior. Even if it wasn't illegal against the law to be doing it for reprimanding people for other things. Why? Where does that get you? The bottom line is you need people who are going to behave in the way you need them to behave. So that's the place to put your focus. The reason I say that they're all important is because all of those things tie into the behavior. So even if people are acting great right now, if their belief system is bad and their emotions are out of whack, you're going to see that be demonstrated in the way that they behave at some point in time and it won't take that long, especially if it's emotions for a lot of people. Emotions can make people behave out of whack. One time I had somebody come up to me and said, Tom, can you fire me for what I'm thinking? They asked you? Yeah. And of course the answer is no, right? Right, yeah. So you know what they said? I think you stink. Okay, but what you say, I can, but I'm still not firing somebody because I think I stink. I might just get a little better at deodorant, right? There would be, there would be, they're being funny. Funny, right. It does sound like somebody who's like, feels like they're comfortable with you, Tom. Because they're not going to be joking around like that if they don't feel comfortable. There's not many, not many of them out there, is there? More than people think. More than people think, for sure. All right, so the first thing I want to, or I guess the second thing I wanted to talk about here is timelines. So one of the very first things that you want to do if you're, when we're talking about retention is figure out where the bulk of your people are leaving. If you have a lot of people leaving on that first day or not showing up or second to third day, why? What is it that is causing the problem? Is this hard and fast? No, no it is not. This information is built on my, however many years in this industry, 27 years or something doing this, this is what it's built on. So my company, my issues, my problems, yours might be different. But first you need to identify when people are leaving and start pushing that down the road. Make that longer, make people stay longer. If they're typically only staying for three days, hey, getting them to the five day mark, that's an improvement, even if it doesn't feel like it. After you get them to the five day mark, good, let's get them to the 10 day mark. Get them to the 10 day mark, good. Let's get them to the two week mark. And I'm not talking about each individual person. Have we defined what we mean when we say meaning and matter? We have, we have not on this call and we should because I say it so often that I feel like a broken record. Oh, it's like we're getting KPI's and I start rattling through something and you'll raise your hand and... People don't know that is. What does revenue mean? Oh, okay. What? Okay, so thanks Tom, good call. All right, I'm going to go over all of them. Down at the bottom, I think we have all of them. Matter, meaning, measure and autonomy. So matter is how people feel that they matter to their supervisors, to the people that are in the company. Whether that's the boss, you as the owner, their immediate supervisor, the manager, but how important do they feel to the company? And that's all that matter is is it is about how they feel to you. If you're the owner of a small company, you're going to be the one that they care about what you think about them. Do you think they're important? Do you think they matter to the company? Do you think that they have something of value to bring to your company? If you can make them believe it, if you can make them feel it like they do, that's first step, they're going to stay longer. You'll notice on this while I'm talking, I'm sure you guys are looking over this, you see in the beginning, almost everything outside of that first bad day, everything's matter, matter, matter, matter. Then we got some matter and meaning and then we got matter, meaning and measure, but there's matter is everywhere because people need to feel that they personally matter. What they're bringing to the situation is of value to you, to people. It's about that relationship, that personal relationship. A lot of times people are like, well, I don't know how to make people feel like they matter. You do, yes, you do, because you already make people in your life feel like they matter. Another thing is, if you have anybody that has worked for your company for longer than six months, you're already doing a lot of these things. You're already making them feel like they matter. You're already bringing some meaning and I'll talk about that in a second, but you're already doing some of this stuff, so don't try to do it someone else's way. You're already doing some of it. Figure out how you can do more of what you're already doing or do it even bigger than you're already doing it. And maybe just add in a little bit of stuff. You don't have to change everything. You don't have to do everything in a new and different way. All right, the next one after matter is meaning. Tom, why don't you tell everybody what meaning is? Because I think you're over there playing some video game, right? Actually, I'm doing some research here which could be useful. So if you let me get back to, no. Go ahead, hit your research and I'll get meaning. My spin on the meaning would be, is the work that I'm doing important to me? Am I making a contribution? Is this, am I doing important work? Yes, important work. Something that's meaningful that is more than just cleaning toilets, right? Something that is important for me to be doing out in the world that can make me feel good about what I'm doing and not just who I am. Not that I matter to someone else, but meaning is about, oh, mattering to me. Like I feel good about what I'm doing and what I'm doing out in the world. I feel like there's meaning in the work that I'm doing. So we'll talk, we're gonna talk more about like how you do all of these things in a little bit. Don't worry, I'm not just gonna dump this onion and go. But that's meaning, I think for a lot of people, well, everybody has their own sticking point. Some people are like, matter is ridiculous. I don't know how to make people feel like they matter. Hey Rohan, do you feel good about what you're doing? Absolutely, yes, that's it, exactly. Do you feel good about what you're doing? Do you feel like, yes, what I'm doing is helpful. It's helping people, it's doing something for people other than just me. It's not just me that's benefiting. It's not just my paycheck and because I need a job. It's something for other people. All right, the next one is measure. So measure is about showing people what the measure is in many different ways so that people can see with their own eyes how they measure up. Are they amazing? Are they excellent? Or maybe not so much. When I measure myself against Susie Q, my teammate, Susie Q actually does a better job than I do. But without some type of measure, people don't know how to, yeah, are you making money? I love that measure. One of my favorite measures, just for the record Rohan, are you making money? Are you making money for the company if you are? Yay, because if you're not making money for the company, no matter what anybody tells you, you know you are less valuable to the company than the person who is making money for the company. You don't matter as much as somebody who is. You don't. And no matter how much they tell you, no matter how much they tell you, you do matter. And no matter how much meaning you think you're bringing to the world, if the measure says that you don't measure up, you don't feel good about yourself. It's not enough. There has to be a measure for you to see about, or not you, your employees to see about how they're doing. So they need to feel like they matter. They need to believe that there's meaning in the work that they're doing. They need to be able to see their measurement and how they stack up and are they doing what needs to be done? This goes a lot to expectation, right? So expectations are a really good form of measure so that people know exactly if you meet these expectations, you measure up. And then the last one that I wanted to talk about is autonomy and I have changed out. Like I said earlier, I changed out autonomy from accountability not because I don't think accountability is super, super important. I do. If you're not holding people accountable, especially yourself, then you are going to still have problems because all of these things are gonna fall apart and that remaining measure are all gonna fall apart. But the reason why we added on autonomy is because nowadays people are needing more a sense of autonomy than ever before than I have ever seen in the past. They're needing to feel like they have some power and control over themselves. When I think about autonomy, I think of them feeling like they have a measure of control. And currently, I'm not expecting that autonomy is going to stay here forever. But currently, people don't feel like they're in control. They don't feel like they're in control of the situation. There's just so many things that they don't have control over. Can I wear a mask? Can't I wear a mask? Can I hang around these people? Can I go to these places? When we had so much freedom and now there's so much less freedom, people are just feeling like they don't have autonomy and so they're grasping for it. They're trying to pull for more control which is making people more crabby and making them change jobs and making them feel like they need to bounce just to gain control. So adding that autonomy piece on there I think can be really, really helpful. Now matter-meaning measure, those have been around since the beginning of time and they haven't changed. Those didn't change during COVID at all. People still need to feel like they matter, that there's meaning in the work that they do and that they need to be able to see what that measure is. But I feel like that A can switch around a little bit now and again. All right, any questions from anybody? I know you have some comments, Tal. We've talked a lot about it. I'm looking up autonomy and websters and one of the definitions is self-directing freedom and that says, and especially moral independence. Where's moral independence? I would think that moral and I don't know for a fact, right? I haven't thought much about it but if I had to just spout something off I would think that they are able to act in a way that they want to act morally. That's what I would imagine that to mean. That they're not having to follow somebody else's morals, that they're following their own morality. What would you think, Tal? I think that's what the dictionary of psychology says as well. That makes sense to me. They're putting the context of child development and being able to figure out for yourself what having some personal say in terms of what's right and wrong. Well, and this would easily tie into some of the core value tests that we do, that we recommend, find out if people's values are in alignment with yours. Not because you are going to be pushing your values on other people, but when you want people to live your values in your company you can get them to live your companies and to add on to their values if there's good matter meaning you measure. But initially it sure is easier if you're operating kind of on the same plane, if we're all kind of in the same realm of what we think is moral, right? All right, let me move on a little bit here. Did you have something, Tal? No, I'm excited to see where we're going. All right, well, you guys have, while I've been talking, hopefully been looking this over and thinking about how you can bring these, let me just give like one quick example. Like at the two week to one month, training issue, if you're losing people at that timeframe, it's probably a training issue or there's not enough connection. And so you would want to focus on matter and meaning, making sure that people feel like they matter and we'll talk about some of the ways that you can do that next slide. And then also that they're able to see, this is the beginning of when they really need to be able to feel like there is some meaning in the work that they're doing or like Rohan said, that they can feel good about what they're doing. In the very beginning, you see on this first line, it has one day bad hire and we have meaning there. It might be sometimes this is, and it also says they felt pressure or they accept the job, not necessarily from us. Sometimes they're getting pressure from, who knows? Nowadays from the government, their families, their friends, you guys have all seen Facebook says, if you don't have a job, you don't want one, right? So we've all, there's a lot of pressure right now, but you might not feel good about what you're doing and your family might not feel good about what you're doing if you're cleaning house for whatever reason. And that's what I am terming a bad hire, that I just, I don't feel good about this job, just for whatever reason. All right, now we're gonna move on. Anything else, Tom? Do you think everybody wants autonomy? I don't. I think that everyone wants a bit of autonomy. They want to feel like they have autonomy, but not everybody wants, for example, when not in strictest version. So does everybody want to clean all by themselves out in the field? No, but do they want to feel like they can do it their way? Yes, now the people that we wanna hire, their way is your way, right? The people that we wanna hire, the way they want to do it is your way. They like it, they take it on. They're like, yes, this is good training. I'm bought in, I'm doing it my way. I'm autonomously doing this training in the way I believe to be the best way. Luckily for you, if you have a great training program, and if you've brought in the matter and the meaning and the measure to your company, the autonomy can revolve around what you are bringing, what you're having. Does that make sense? So autonomy is like a spectrum and to what degree people want autonomy can change. I mean, I've had people tell me, oftentimes I'll have a management style where I'll toss somebody a concept and say, okay, well, you can figure it out from here. And really they would prefer to be told more how to do it and how I want it done. And just to cut to the chase, it's like, I'll do whatever you tell me to do, but please tell me exactly, they don't want the autonomy to do it their way. They just want to be told what my way is and they will do it. Except I think that if you think a little bit deeper, you'll see they do want the autonomy. Think of one of the examples from your example. I'm thinking of somebody that you really love and might even marry if you weren't already married, right? So there are even these people that want to do it your way and they want to do it the right way. They also have a clear idea of how they want to do this thing within the realm of what it is that you want. So even the people that it seems like my husband is a really good example. Here's my husband, Tim. So he's a great example. He is like the best support person on the planet. You tell him what you want, he's gonna make that happen. And he will always make it happen, but he needs to be able to do some of the things in his way to support you in his way though. But for the most part, he definitely wants to be told exactly what I want. Like he would love it if I would say, here's the list of the six things I would like for my birthday, please go buy one of these six things. It's a good list. So it needs to be framed in a way where we can drive wherever you want, as long as you're between this guardrail and this guardrail. Yeah, yeah, and here are the expectations. It's gotta be legal, it's gotta be, right? And we know, we've dealt with some people that, where we don't maybe have the whole system written out and they're like, I can't even start. I don't even know where to begin if you don't tell me exactly what the starting point is and the second step and the third step. Even those people want the autonomy, but it's just in a different way. All right, all right, anything else? No, I'm, we're living, we're living history here. Go ahead, I'm good. Yeah, that's true. All right, so there are some things that you must do in your company. These are things that you have to do. I mean, you don't have to, you guys, right? If you don't do them, you'll still be able to run a business, but these are the things that Liz's version of things that you must do, because if you don't do them, you're making your own job so much easier. I mean, harder if you don't do these things. So I'm just gonna go over some of these and I'm gonna quiz you. So I'm not seeing a lot of people commenting, but if you guys are on here, then comment. So the first one is define rules, procedures, and expectations. I think everybody knows that if you're gonna be bringing on employees, they need to know what the rules are, they need to know what the procedures are, and they need to know what's expected of them. So what would you call that though? Would you call that matter, meeting, measure, autonomy, what would you call that? Anybody? I'm gonna tell you I'm flexible, y'all. A lot of these have multiple answers, too. It's not a right or wrong thing. So in your company, I might call this measure. What would you call it in your, Robin, all right? You call it measure, right? Me too. I might call this, this is the measure of whether or not you're doing a good job, right? This is how we keep track of if you're doing a good job. You're following the rules, check. You are following all the procedures, check. You're meeting our expectations, check. Look at that, three out of three, woo-hoo. Good job. There's a lot of numbers on some of this. This is our attendance. This is what we expect from productivity, efficiency, quality scores, measure, measure, measure, measure. So much measure. Now, could this be meaning? Could it be? KPIs, absolutely Robin, KPIs, right? Yeah, absolutely. Could be meaning, too, because we could have these rules, procedures and expectations so that we can bring the most that we can possibly bring to the people. We can fashion this idea around our meaning. So like Tom's shoes, for those of you guys that know Tom's shoes, they have really specific ways that they sell their shoes and certain places that they sell their shoes because one of their procedures, they have a lot of different procedures, but one of them is for every pair of shoes that somebody buys, they donate a pair. Do they just donate them to their best friend, Sue? No. If they donate them, they have very clear rules and procedures and expectations about where those shoes are getting donated to. So- You threw me there, Liz. I was looking left feet and I was like, how do you know I don't have shoes? Tom's like, I'm not wearing slippers today, Liz. I've got shoes. So that's just an example that you're looking to bring matter, meaning, measure and autonomy right now as Tom's shoes donates and that is fabulous. It is, but it's not fabulous to everyone. It's fabulous to the people that it's fabulous to because they can feel really good about that. They're like, oh, I love that idea, but not everybody cares if everybody has shoes. That's just not a big deal for them. All right. So none of these all by itself is enough, which is why we talk about having to have matter, meaning and measure and we add in that little autonomy or the accountability, but the more matter, meaning and measure you can bring to your company, the stronger you are building your, I'm gonna call it a fence. So I was thinking about this earlier. So my mom lives on a ranch. She calls it a ranch, it's a very small farm, but she calls it a ranch because she has bulls and what she considers animals that live on ranches. So with my mom's ranch, when she was first building her ranch, for example, she just put up one board around the ranch and it was like three feet up from the ground and in the beginning when all the animals were small and they would stay in here. It was good enough, matter was good enough. It was the one board. And then they got a little bit bigger and they're hanging around a little bit more and she did you had another board on there so that they couldn't get out and they weren't trying to get out as much. It didn't seem easy to get out. It'd be like meaning, adding on some meaning there. It's like it's harder to get out. And then your measure is like with my mom, she's got these full grown bulls now and she's got barbed wire. So we're not, I'm not saying that any of these things matter meaning measure or barbed wire, nothing like that. But the more you add on to your security system, to what you're adding to keep people into your company, the more you add on your matter meaning of measure, the stronger it feels to the point where they don't even start, they don't look at other jobs. They don't try to get out anymore. They don't even want to. Yes, I feel compelled to start donating time to some nonprofits in town. I like it in my textbook too as well. And there's lots of ways to do that. If you weren't on the call yesterday, the neat on smart business moves, I think it was yesterday, I'm not yesterday, Monday with Stephanie, she had a couple of ideas. And so did Liz, Liz Day, she was on the call. She had some ideas too that were pretty interesting. So you might watch that. All right, the next one is plan your retention efforts. So everybody has a plan for how they're gonna hire. Where are they gonna put their ads? How much are they gonna spend? What are they gonna put in their ad? What goes at the top? What goes at the bottom? How what are they gonna pay? They have all this stuff, but nobody plans their retention efforts. Make a plan. How, what are you going to do? How are you going to bring matter into your company? What's your plan for matter? What is your plan for meeting? For meaning, not meeting. How are you gonna make people feel like it's a good job for them that they can feel good about what they're doing? How are you gonna do that? What's gonna make them feel good about it? And then measure. What are you going to measure? A lot of times with measure, people are thinking there's only one thing to measure. But look, that very first example was a measure example. Rules, procedures, expectations. Look at all the different things that there are to measure just in that one little example. So you can measure almost anything and you don't have to measure the same thing all the time either because people like change. How many of you are thinking right now? No, they don't. People hate change, right? People like change, but within a very structured system. They don't want too much change. They want things to be going the way they are, but then let's give us something new, a little change that's new. Yeah, you got something, Tom? No, I mean, that's an arresting because I know whenever you're changing things in your business, here we're changing a policy. A lot of times that's difficult. That's difficult. So adding something new. Do you want to eat the same meal every day, three times a day? I mean, there's, I don't know. Yeah, so change is necessary, but so why do we need it? But in some cases it's so hard. I never really thought about that. And we don't like it. We don't want it, but then after we get it, we're like, oh yeah, that is good. Okay. And sometimes we don't accept it as quickly either, right? We're like, no, I hate that idea. I have an example of one of our strategic success members that he was increasing pay in his company, increasing the pay. He was adding on a bonus. He wasn't taking anything away. He was adding on a bonus for things that the people were already doing. He was just going to reward the people that were doing things well. And he had a revolt. He lost almost half of his employees because they didn't understand it. It wasn't. It wasn't well executed. Was it? It wasn't executed well. Yeah, it wasn't planned. That's what I'm saying. Plan your attention efforts. And speaking to people like me that have a tendency to just do things off the cuff, don't just do it off the cuff. Plan it and then execute on your plan. So I have slides and slides of this stuff. So I'm just gonna hit this one. And we've got five minutes. Yeah, that's why I'm saying. I'm just gonna go over some of these real quick. Have a strong onboarding and orientation program. You remember on that other slide where it showed that people were leaving in the very beginning? A lot of times people are leaving in the beginning because of onboarding and orientation. So make sure that that's tight. Have a strong training program. Talk a lot in here about the PhD program, how much we really believe in that program, but not just PhD. Any great training program that makes people feel like they're fully trained. They know what they're doing. They're professionals. You hear me keep using that word feel, right? We used it on Monday too when we were talking with Steph. People need to feel good about this job. They don't feel good about this job. They're not going to stay. Good training creates the meaning and the matter. I mean, you wouldn't want to do that. And measure, measure too, right? And actually good training. If you give somebody good training, you feel confident and you feel trust to provide autonomy. If they have good training, I trust them, right? I can let them be more autonomous. If I don't think they know what they're doing, if I don't trust what they're doing, nope. All right, provided growth ladder. This is just show people where they can go in your company. Show them that this is a good job, especially now. Show them that there are more opportunities available. Is this going to matter to everyone? No. Is the strong training program going to matter to everyone? Nope. Strong onboarding, nope. None of them matter to everyone. That's why you have to do all of these. You have to find a lot of them. Look for matter and meaning measure. So let's do, have a strong training program. Oh, Tom already said that one, matter, meaning measure, hits them all, and autonomy. How about provide evaluations and reviews? What does that hit? So matter, meaning measure, autonomy. What, which one of those are you bringing into your company if you provide evaluations for your people and reviews for your people? This one's really important. Anybody? How about you, Robin? I just saw that Wayne and Gus said that they love it. Sorry. Don't even know what y'all were loving. I didn't see it, sorry. Hope we're still meeting that need right there. Matter, all right. So this shows them that they matter, right? Giving them a review and taking the time. That's how you're showing matter. How can you have it be about meaning? Could it be about meaning too? Absolutely it could be about meaning. If you're reviewing part of the feedback, if you're helping to emphasize how they're making the world a better place and impacting people's lives. Yeah, absolutely. That's how you could be bringing the meaning in with the same thing. How about measure? I don't know how you do an evaluation or review without measure. I don't know how you do one well without measure, but I've seen people do them without measure and it's tough. You do wanna have a nice objective evaluation or review to make it more and have more matter and have more meaning to it. Hey, just wanted to do your review today. You're awesome. Okay, you're laughing Tom, but I literally sat in on a review that I walked away thinking that that employee had done a really good job only to find out from the owner that they were gonna be getting fired if they didn't pick up their game. It's like, what? I did not hear that message at all. I was paying attention. All right, so real quick, here's just another slide for you guys to look at. Take a screenshot if you want and run these through your own thought process. Meetings, who's in meetings? What are we talking about? Where are they? When do we have them and why do we have them? Meetings are really, really important for what? For matter, meaning, measure or autonomy. Which one? Yes. Yes. For matter, absolutely. For meaning, absolutely. For measure, absolutely. Autonomy, you betcha. All right, and then give them a voice. Let them, let them believe that you care about what they have to say. This will go such a long way you can't even imagine. This is not easy. This is not something you should just throw up there really, really quickly and just implement. This is part of what you have to plan. Learn to appreciate appropriate conflict. Conflict is amazing. Having good conflict, appropriate conflict can grow your company. It can make things better, but it needs to be appropriate. Think about matter, meaning, measure there. How does that tie in? Learn and, okay, so last minute. So last thing I wanna say here is go ahead, read over these. Don't worry that you're not doing all of these things. These are things that you must do. They're examples of how you must be bringing matter, meaning, measure and autonomy into your business. But what are some ideas you have? What are the ways that you're using that are working? Because those ways will work too. All right, anybody that wants any of this information, hit me up. You guys know my email, Liz at cleaningprofitbuilders.com and I'll send you details. Phew. And look at all these other slides, guys. So just to show you that there are so many different things that you can be doing. This is not a once and done type feel. But it's important. And if you're all trying to develop our workforce, we're all trying, you know, most of us, you know, maybe somebody out there has, you know, fully staffed, but I think that you're definitely in the minority. And if you want to fix your staffing problems, you want to start here. And nobody is fully staffed right now just because there are so many jobs out there. There's so much work out there that if you're fully staffed today, you're still not fully staffed. If you can get all your work done today, you're not fully staffed because you can't take on all the work that's available to you. Too many opportunities. You need more people, more people. All right, Tom. We're done. We're done for today. We're done for the week, but we'll be back Monday, five o'clock Eastern time, right here on Smart Business Moves. You guys have a good rest of your week. We'll see you Monday. Bye-bye. Bye, y'all.