 What and Tom did oh we're live. Hey Tom story here Smart business moves got Liz with us our guest today to Sharon Tinsberg Sharon, how are you? Good? Tom how many times have I told you it's never I'm sorry I was just kind of off balance because I didn't even know we were live because you guys were distracting me and it's like okay I crap never alive. What am I supposed to say? Tom, I don't know how you could possibly at this point in the game still be distracted by any of the random stuff I talk about how have you not gotten past that? It's been a while Hey, guess what we're in a new month now it's March. Yes, it's my birthday, mom Yes, I'm excited. Yeah, and it's my baby's birthday month. That's my birthday. Your birthday is a long time away Tom you keep track of my birthday because it's so close to yours It's the day before and Alonzo is the day after Okay, but more exciting it's my grand baby's birthday she's gonna be four. Oh, wow Sounds like that she could that's kind of getting to the age where they become a little more of a little more difficult to keep up with They run around Just running around like when she was three now. She does a little bit more reading and sitting so I'm hoping okay Well, good. Yeah, how are you gonna do for her birthday? I'm so glad you asked so I am so we're going there tomorrow We will fly there tomorrow her Birthday party. She's having a pool party on Saturday and there's I don't know like 45 people coming But what Grammy and Gramps are doing is taking her shopping on Friday and she gets to buy anything she wants so She's so excited. She keeps sending pictures of things she wants. Could I get this Grammy? Yes. Yes, you can I Can't yes. Yes, you can can I get this? Yes. Yes, you can There's no limit. No limit Tom you need to get a list to this girl I'm thinking Next year we might have to rethink this right How can I incorporate the number like four into what she gets right you can have four items or Yeah, but the number keeps getting bigger so that's kind of scary I Feel like a 17 year old would definitely want like Something bad. I don't even know what Anyway, I'm excited Did you guys hear the news do you guys hear the news the other day? Where target is announcing if they're gonna be bumping wages up to like 24 bucks an hour for some of their Not in every city but in some markets for like their starting range. I did hear that. Yeah, I read that where did you send that out? Tom to us I think Matt Matt posted it and in some of the the Facebook groups, but You know, I remember You know back like a year ago. I was listening to like what are the heads of what are the fast food chains? And he says well $15 an hour is what it's about now But you know the day is gonna be coming really soon. It's gonna be like $25 an hour that You throw Inflation and everything else are we might get there quicker than what anybody thought. Yeah And as soon as the the problem there is as soon as one company does it and now it it's the Starts to become the expectation, right? That's where people are like. Well, if that's fair for Target, then it's fair for You know cleaning toilets and wall art never play so so Yeah, it's gonna be interesting you wait over the next Couple of months. I bet some of the other large employers are gonna be right behind them You're gonna see Amazon. You're gonna see you know Walmart usually lags a little bit But there's gonna be other large employers are gonna be right behind them. I Don't see how there's a choice Yeah, I don't think there is a choice And then inflation steps in Yeah Pretty some would be looking at wades and price controls Here for a while it's gonna be interesting So Sharon we're we've brought you on today to be talking about employee engagement How do you think that the the money this money thing that we're talking about in it right now? How's this gonna play in with the employee engagement piece? Well, you're probably gonna have to raise the prices for one more time I Was preparing for this though and read a couple pieces that said that engaged employees increase your profits by 24% Yeah, that's interesting Good number number a lot. I would say So I would Boys a lot of those surveys and surveys like that that I've seen kind of follow that up with then Typically about 20% of your work force is engaged if you're lucky, right? Yeah, and if they are engaged they also last 83% longer than your other employees so I'm gonna say the challenges to figure out how to engage your employees with Quality driven Paul did a great job with this. I thought and then engage one. It's and as you said it was the best attendant It's time-consuming and We live in a world where people don't want to put that much I'm in anymore They wouldn't spend the five hours a day that computers have saved them with their families Relaxing starting another business It takes time to engage your employees and I don't know Maybe I'm gonna have to give up a little bit of that time and go back to the engagement because it will make you 24% stronger on the bottom line. So maybe get more money out of your company than starting another one Actually, Sharon, you know what I think you kind of gosh hit the nail on the head there with one of the main reasons why Employee engagement is such a challenge because it does take time and it takes a lot more time Then people think it's going to change or take and more than they're willing to invest I think that even if they hear those numbers like Tom didn't do any Research to to have I'm guessing Tom. You didn't do anything Yeah, yeah, and so Even you you've heard this number. You knew that 20% is the typical what they hear. Hey Denny. Hey, Jeffrey We typically hear that 20% is about the number of how many people are engaged in your company Right are typically are engaged. So we hear the numbers. We know the numbers and still we don't want to invest the time and I think you're right that that's getting worse. Not better. Hey, Libby. Good to see you again I know those things. Oh, yeah. Yeah. Oh quality driven. Yeah, Jeffrey. I love in the love in the quality driven Yeah, it's funny. We all just were We all just saw each other like less than a week ago, right? Yeah So at quality drawing so So what? What do you think Sharon is one of the best ways to Engage people that we know is going to take time but Like what what are some suggestions? What are some ideas from your perspective of things that we can do? Where are we gonna invest it? Well, Paul mentioned it in this quality driven Presentation, and I'll tell you I would never not do it and that's one-on-ones on a weekly basis And that seems to have just that was a problem pre COVID As I when I was consulting like you Liz If owners started complaining about their employees I would always ask them if they were doing their one-on-ones and of course they weren't and when they went back to doing and they Fell in love with their employees again because they were engaging with them and also got to know them and went wow You know blah blah blah blah blah and the more you're with somebody the friendlier you get the more paths on the back You get from your employees. I mean that you someday they're gonna walk out of your office They're arms around you going. Oh, I mean it's COVID granted, but they were all having one another saying, you know, I Really appreciate you as a boss Well, if you don't have one-on-ones, you don't hear that stuff And they don't say that stuff and if they say it they can hardly quit the next day at least you got them for one more day I Get engaged with your employees. Just like you want your employees to get engaged with you Sure, I don't know what we're gonna fight about if you keep saying all this smart stuff. Oh, come on. We're just getting started here. We'll find something Yeah Okay, but you know what I love about what you said, this is the thing nobody wants to do Nobody wants to do the work first They want the employees to do their thing first. They just need to be a better employee They need to work harder. They need to be more committed. They need to you know, have better attendance They they they they they But your point is no it starts with us We have to do our part better. We do our part better And that's what gets them going somebody's got to start the flywheel, but it's not them. It's us Yes It doesn't have to be you if you have managers if you have I mean, you're gonna have if I don't know that trainers can do this I mean that's the issue is they're cutting out that middleman and if you don't want to do it Then you probably do have to put in one level of somebody who's going to do one-on-ones and it can't really be the trainer Why not the trigger? Why not even be their supervisor? But it has to be but then again, I think that needs to be supervised But somebody has to sit down with them every week for hopefully only five minutes But the week when you're absolutely buried will be the one when they need 35 minutes And they're gonna have to give it to them because you're gonna save an employee if you take the time and you don't know when they need it If you don't do it every week You have to do it the same time same day every week So that they know that they will they'll stop Wining because they know they get their moment with you to whine to you Or like you said or your emissary, right? But it's the company they need to feel like they're connecting So so and and my terms cleaning profit builder terms is called matter meaning and measure They need to feel like they matter to the company that they matter to somebody that if the company that if they were gone Somebody would think that things were not as good simply because they were gone Some things so they need to feel like they personally matter. So um But tell us about how How are you saying Sharon that they have to sit down with them in person? Even now in covet times when you know zoom. Oh my god Sometimes I think I get a better connection with people on zoom that I got first face to face You see the expressions. I love zoom. I don't even know why anybody goes anywhere anymore. Just You know, I love it and that's coming from antiquated me But I know you are willing for people's vibes and whether or not they're excited or they're just sitting there like this, you know No, I assume I can't believe that people stopped communicating so much with their employees at a time when it was so important And that was covet time But nobody said, oh, I'm having one on ones with my employees on zoom. No, I mean shame on everybody that was You could have stayed connected with your people if you would have zoomed at them 30 minutes every week Because that's when they needed you more than any other time in their lives I think that a lot of business owners were afraid They didn't know they didn't know what to say. They didn't have all the right answers, but Just say hi Thinking about you. We got a couple of uh important Messages here. We got a shout out for Liz's new haircut. This is not a new haircut So this is just a I'm curling it differently y'all actually I got my bangs cut a month ago Now one person said a thing. So maybe that's what you're talking about. Libby. Thank you Hairspray hairspray Liz wasn't the hairspray. Are you continuing to do that now? Yeah I Hairspray tip there my trick. Yeah And and Denise uh saying that she is slack as part of this uh communication protocol Well to Sharon's point communication is communication Let's communicate with them. Don't drop off on the communication. So what I'm hearing from you Sharon is that your first thought to employee engagement is Communicating having having more communication more often at least once a week And that that would be your first place to Send people for more engaged employees But before we get to that Liz We got more hair snuck going on here is the All right Thanks Libby I'm sorry Sharon go ahead No, don't be sorry Um They're communicating I believe Communication is communication, but I think once a week you should zoom so you see that the whites of their eyes There's still something to be said for seeing The whites of their eyes. What kind of reaction do they have? Are they just telling you what you want to hear? You can it's harder to hide it on their face So i'm gonna say if you can't find Enough time to do that. Perhaps you have too much going on. I mean I did these up to 16 employees I mean those poor people were sitting in the lobby something needed 45 minutes They were like some enemy when I came out of my door and I would never let them go home I if they were absolutely adamant that they had to get to their kids I would grab them and their paycheck and I would close the door and say See they couldn't get their paychecks until they talked to me And that's the way I forced myself to talk to everybody So I would close the door and say is there anything we need to talk about and they go no sharing We're fine. Let's out of here. Just give me my money. So once in a while, they would say yes I want to and it would save them for it Maybe I can get some disagreement going with this question. Okay Like we you know, I think everybody agrees that one-on-ones is good weekly is certainly a good cadence, but You know, what is the best practice for actually doing a one-on-one? You know, what do you what do you say? How do you do it? How long should it be? Are there any You know, this should be like a structured format with like a form or something or checklist or How do you do a one-on-one? Actually, I have a form because when I told my first client like consulting to do on One-on-ones they come in the next day and said well, that was awkward What was I supposed to say and I thought well, I never thought about that because they're so natural to me So I had a list we started out with the adder boys Because you can never you know, the rule of thumb is you have to do three other boys for every aw shit So you have to get as many adder boys as you can find because you're going to have a whole lot of Okay So I used adder boys a lot. I I would call them and say good job I'd tell pat them on the back and then when they came to the one one-on-one I do one more time So I started with any adder boys that week. Then I went to the aw I'm laughing because 20 years 20 years ago 20 years ago longer we had you know, a b's and A s's and we actually had reports that would print out and I was like what's a b and a s stand for and it's like Don't worry about it But Sharon is telling us now now we know the secret about what that is Well, I think it's okay to say that and air it out would not have been okay to do it back then It's 2022. We're good. Yeah Then third was efficiency We discussed any home they went over and then why they went over So, you know what Sharon you were ahead of your time with that with the efficiency thing You know, how long it has taken people to get on board with this idea And I know So for those of you that are on here when Sharon's talking about efficiency That's what we typically call productivity now We kind of switch the we switch the terminology on her a little bit there I was telling you every time But it's still the same thing but it's still the same thing as you were On all the jobs you were checking that people were making time on the jobs Tom we as much as like just what maybe even four years ago When we were teaching foundations. Nobody was checking productivity. Were they? Nobody No, I don't wasn't it was not a consideration No And made central really I think Opened up a lot of people's eyes around that but you did first Because you have been talking about that Again decades. Well, that's how you make your money and Tom. I'll tell you this So when I did 95 homes a day, I paid Anna. She loved it 52 hours a week That's why I pay her overtime to figure out the efficiency on 95 jobs So you might want to push that More it cost me a fortune to have Anna do that. It really did but Central right Now it's like click a button. There goes Anna's job I mean when you're big this is big money, but if you don't watch this big money It's also big money if they're not getting efficiency Yeah, plus we always people, you know, the we had the boards I mean, we didn't pay a regular bonus, but they could get a lot of money on the bonus board So that had to be done for that. You can't have a bonus board and not have it updated every day Yeah, of course. So So Sharon, I think you're swearing is getting you some fans over here. I think libyan That you're now her new favorite person But you know what I like her I like her a lot. I was the guy she was a stitch I don't think that there is anybody I know out there that doesn't like liby, right? Oh, I can totally understand that. There's some people that don't care for you There's some people that don't care for me. There's some people that don't care for tom But liby, I've never heard a bad thing. She's a stitch that whole group paul. Oh my god. He's so funny. Oh my I agree Even liby's husband is really a dog. Oh my gosh, right day and night day and night But hang in there liby. Keep working at it. You'll find you'll find somebody. I won't like you Yeah Maria is saying liby's amazing. So if anybody doesn't think Exactly So liby hit her on with me for a month. You'll get me for that. I'm liking you. I promise I'm so funny. She likes him young. Oh her husband. That's right. Yeah, that's right. That's right She wants to raise them the way she wants to raise them. I think it's a great idea We're talking husbands right now tom In case you're wondering you weren't there at that. You weren't there at the fire pit that night Talking about that. Yeah Okay, so Let's get back on track here. Look at me with my serious face back on again So i'm pulling engagement. I really I mean, I think we all agree tom. You agree with this too about productivity how important productivity is towards your to Meet your profit objectives right to make more money, but tell me about that engagement piece Tell me how that ties into the engagement piece because i'm a big believer in this but I'd love people to hear it from a new perspective sharing So how the How talking to them about their productivity and how how showing them what their productivity is and Checking in on their product productivity. How is that engaging engaging for you? Okay, here goes my antiquated aids, but the squeaky wheel gets the grease Yeah, so I lost a really good client after one session I thought she'd be long term. You're much better at this than me So I she said I mean her people were like going over like an hour job to an hour and a half And I so when you talk to them about this, what are they saying? She goes, oh, I've never talked to them about it I mean, she was easy. Okay. Let's admit it, but she was pretty big I mean, she maybe had 14 cleaners I think she was afraid that if she talked to them about it, they put their jobs, you know, that's how some owners feel But I don't think holding information does anybody any good But lots of owners like to hold information to their chest because it makes them feel powerful I feel like Oh, who is it? This is the more you share The more They're going to grow Yeah, absolutely. I don't know. Hey, you're pretty slow And what do I know? This squeaky wheel up in here and that should start with Trin I mean Remember engagement goes in two directions. Even negative Feedback is engagement Sometimes it's more engaging than positive feedback, you know, probably most of the time I'm not sure it's the type of engagement that makes people stay there all the time but I would argue the point that people need to know Where and this goes to matter meaning measure again people need to know how they're measuring up Are you doing well according to what we care about and if productivity is what you care about They need to know where they sit there back to expectations as well, right? People need to know what the expectation is if if you feel like you're doing a good job And then you you'll feel it if you're not and people aren't happy with what you're doing if they don't tell you How do you how do you feel better? Well, I think you need to ask that question because most people that we hire Do not have the guts to come in your office and say, you know what Liz You know now we can easily tell them but vice versa is very hard. So one of my Questions and I have these all written out. I mean, I I definitely have them is We switched after I'm done talking about what I want to talk about we turn to them and say number one when I started a person we set goals They had to set some goal And if they can't think of one I think of one for them So maybe it's like, okay You know and I do I tell them that if you don't think of your own I get to set one for you And I think you'd be happier with yours But it can be something like they want to teach help their kids get a better grade in school and reading And then I just follow them on that path or let's say they say they want to go back to school Well, then we set a small goal like well, where do you want to go? And we continue on that question in every one on one Until we figure out where they want to go to school and then we take it to the next step Okay, so we talk about their goals. We talk about what went well that week, which I think you do but It's better behind closed doors If you think people if you want to say in a group won't well that week The people are going to say what went well that week are already engaged It's the other ones that don't say anything that you want to get engaged and they'll do that behind closed doors because they're comfortable there Okay Yeah, because they're not competing with the already blah blah blah like you and me good luck to them you know so You don't need to hear from you and me. We're engaged From the other ones, okay So and it's also comfortable comfortable place to get a real story of what happened. Why did they miss the cobwebs or whatever it is You're not going to get that in front of somebody. Well, I didn't mean to say cobwebs Why they missed the dirt behind the door in the bathroom? Okay, I say you can't if somebody calls up and says they did that you don't talk about that in the meeting Because all right, here we go. We get to argue now. Yay I'm so excited about it if you want to but the people who really did it Probably won't think they're the ones who did Now that we're gonna agree on we are gonna agree on that. Yeah, okay We're gonna argue about where to say it. We we got to do that Well, if you're having a one-on-one If you say in a group meeting people who didn't do it have to sit and listen to you talk about Ragh about the dirt in the corner And the ones who did do it probably won't admit it But if they did do it, we need to find out why they didn't correct that problem And you really can't do that in front of everybody else because that's against everywhere. I've heard but it could be that they need new glasses That that's it. That's why lots of people glasses You aren't going to find that out in the middle of a meeting you're going to find that out in a one-on-one Which is why I say or maybe they Don't have in their process where they close the door and they do miss it. Maybe they'll admit that. Yeah, let's I forget to close the door a lot Or they just don't give a rat. You know what and they need to be Exited So you all that will only happen in a one-on-one that won't happen if you bring it up in a group meeting in my opinion Okay, Liz so So I'm going to agree with part of what you said And I'm going to disagree with part two. So I think it's important to bring up problems that That a customer has a problem. I think that problem is important to bring up In front of the whole company because my thinking is nobody's doing anything wrong So Sharon if you miss the cobwebs at a house, I'm bringing that up in a company meeting And the reason I'm bringing that up is because if Sharon's missing cobwebs y'all sows everybody else Sharon is a great employee and Sharon does a great job if Sharon's missing cobwebs I promise you we all need to jump on the cobweb train and be chucking around on our cobwebs Unless Sharon you think that you didn't do the cobwebs on purpose. Was that was there anything going on there? And then I think I fell off the process wagon But that doesn't mean everybody else fell off the process. No, probably it is Anybody else having that kind of an issue where you know, you should be doing something, but you kind of fell off Here's an example. I know that we've also been having a problem with not all of our baits boards are getting white Some of them are being done with a cobweb cobwebber And y'all know who you are there and that's because sometimes we're just taking the shortcut We're trying to make it easy not because we fell off the process wagon, right? Sometimes we Know that when we go into a shower, we're supposed to clean from the bottom to the top because we don't want those drip marks, right? But sometimes We clean from the top to the bottom. Why? Fell off the process wagon. So my thought is for everybody in the meeting We all need to be on board with this not it's not it's not a sharing problem It's a it's a company problem that it's not even a problem. It's something to look at The more we look at this stuff as a company The better our whole company will be. We don't really need just sharing to be better. We all need to be better All right, so that's my spiel And that's a way for me to get all of my people engaged and not have it be sharing's doing anything wrong What are you doing? Do you like identify when you're you're talking to the group that Sharon is the one that was that missed the cobwebs or I would say it this way Hey, y'all, um, mrs. Smith said that we're not getting the Well, we're missing cobwebs at her house anybody else having trouble with cobwebs You know mrs. Smith Sharon's house mrs. Smith I would let Sharon say it. I wouldn't say it. I'd let Sharon say it I would say we're having trouble at mrs. Smith's house. She said we're not getting cobwebs anybody else having trouble with cobwebs If Sharon doesn't see anything then I might say something along the line My people in the whose house was whose my really engaged people would have no problems saying I can hear Cassandra right now saying isn't that your house? Sharon, I hear it now. Yeah Paul's got a point here and I like this. This is kind of a good variation It's the best of both worlds kind of closed door one on one And then the understanding is we're going to share What happened here with the entire group not necessarily calling that person out by name But just make sure that everybody knows So and this is the part where I said I I agree half and I don't agree with the other half And the half that I do agree with is it does need to have a one on one because all of the other things that you said Sharon you're right those things will only happen in a one on one I just don't want to leave out the group piece because I do believe that the group piece Is really really important for the engagement and for the overall feeling of camaraderie I like the feeling of We're all in it together and just because one person misses cobwebs That's That's not a bad thing for that one person It's kind of like driving down driving down the interstate and you see a car with a you know Pulled over having a ticket written with the flashing lights and so forth. Everybody kind of slows down a little bit Yeah, so that's kind of a point That's a good point. Yeah, I have this philosophy that When you are in a group of two or more people and you're a leader Everything that comes out of your mouth should be positive Oh, okay. I don't know Otherwise you're in a management role All right, so I try very hard to have my meetings just upbeat upbeat upbeat And part of the reason I did this is I once had both kinds at mci long distance Okay, wait a minute. Wait a minute. You are in you are in direct conflict with what you said earlier You also said earlier. Maybe you weren't live You said that you should have an argument every single day Do you consider arguments to be positive? I do. Oh, that was behind closed doors with one person I got you with my Two or more. All right So when I'm in a management role on the one-on-one with my employee and it's actually my one-on-one sort of team So I teams of three and I would have all three together in my one-on-one because I've created synergy and bonding between that team Okay, and if there were any problems with that team if you see them every week behind closed doors It's just they walk in and sit down. You can go. Okay. What's up? Why are you scowling at them? You haven't looked in their eyes for the last two minutes What the heck is going on and if you die few step problem on the weekly basis That's why I had so many people for so long. I really believe that I really believe that because I diffused it Right away. Again, I would never see that in the meeting You only see that when you're in a one-on-one with the three of them together But it did really bond them did truly then and then we could have some arguments with the three of them Decided they want to gang up against me. You can get kind of even But that was fine. All right. Tell me how you address So do you never in a group then Sharon? Are you saying that in a group you would never talk about problems in the company or would you just talk about You wouldn't talk about problems. I felt that it needed to be discussed with every team So my memory is good, but I got big so I was doing as I said I guess I was doing 18 people Finally got a field manager and that was crazy So I had a notebook with tabs in the old days And I had a team tab for everyone and I would write down in the tab Like the other boy that I needed to discuss that they're one-on-one and all that So if I had an issue that I'd heard from more than one client I thought yeah, now I'm with you Liz. They all need to hear this I would write it down six times under each team So I wouldn't forget to discuss it and when they came in I would just check up what I wanted to discuss But no that problem was discussed one-on-one because again, I want to address address it with them I want to make sure that it hits home, especially with the two clients that have now complained You know, okay So So what about other problems like I don't understand Like what problem? A problem that we're overall in our company so you would address every Problem as although a person did something wrong not as a company issue for us all to solve No, that's not true How about how about Here's an example. How about towels are coming up missing Oh, I would well I counted my towels in by team. I counted every towel in and out by So you would have a one-on-one with that team then I didn't really have to because I at that in Texas I could charge a form so I just I remember when I started this I had like I'm going to say 700 More towels the next week than when I started the counting because they said well if we bring in towels Do you get paid for them too? And I said sure I'll buy them back I had like 700 towels sitting in my office and they never lost another one They stood there and watched Anna She did that too and it counts every towel out and count every towel back in And it was worth the money because when you have 95 clients a day they use a lot of towels Yeah, I absolutely could sure. Yeah All right. Okay, so I'm I'm intrigued by this idea that you never had anything negative to say in a group of two or more That's really interesting to me Yeah, it's really I'm going but I'm just going back and thinking of like all those scenarios Where you need to kind of get everybody to gather and talk about what we would call a non-conforming issue and you know every once in a while you get something like I'm thinking of something like theft or Somebody who had an automobile accident that was you know avoidable Or any type of accident Arguably Talk about that with everyone she would only talk about it with the people that had the mistake No, oh, yeah, you would and after you fire them you get everybody to get like if it's a theft thing Then you get everybody together and just kind of say, you know a lot look around you You know so and so I was not here anymore and let me explain why and I'm going to you know share all of you our policies on this and how it works and just you know, I need everybody to Make sure that you understand there's consequences. I mean it's it's it's a friendly reminder, you know A thief is a thief And it won't matter what you say if they have sticky fingers It doesn't matter if their parents have millions of dollars. I have a thief working for me at MC I I couldn't believe it. It's just a sorority gal part-time and she was stealing purses off my sales floor A thief is a thief and I don't think it matters what you say You know Over the years occasionally we would have a technician who was trying to poach clients, you know and We would invite them to leave the organization and then we would get everybody together and say hey, you know So and so is not here anymore. Let let us explain why and this is kind of the rules about that And we take this very seriously and Appreciate everybody here being, you know trustworthy and honorable, but you know just It's just good for us all to understand as a reminder how How seriously we take this as a company All right, I I have to say either strong or great fine then you have I can guarantee you My employees knew what happened and they knew what happened to them Oh, well, they would they would too. I mean it wasn't like, you know, everybody was shocked. I mean they They already knew it by then but I bet if you were having more one-on-ones, you would have known about it sooner I think that's what Sharon's point is Maybe, you know, we're not we're not awesome at the one-on-ones, but I'm taking some notes here There's always chances to be better. You know, I I think there's an opportunity missed When you don't talk about any negatives and let me tell you what the opportunity is here Well, actually, there's two opportunities the first one is one of the best ways to engage people and create cohesiveness in An environment in a group in a team is to give them a common enemy And so if you create a common enemy for people, it's us against whatever it's us against missing towels it's us against cobwebs it's us against Whatever the bad thing is the negative thing is that's an engaging tactic So I think it's missing an opportunity to not create that common enemy. That's the first one The second one is I believe that everybody needs needs to know where we stand And this is this is a story that I heard somewhere. I don't know and I I usually Say that it's my story and tell it that way and then later I tell the truth But right now I'm just going to tell you it's a story. I've read somewhere and this is a story about a mom she's in the front seat of the car and The baby and the four-year-old are sitting in the back seat of the car and the four-year-old is being really really quiet And the mom says hey Susie You are being so quiet. What a good little girl you are and For the rest of the day, little Susie is a brat from Hades and the reason she was a brat from Hades is because in the back seat She was actually riding all over her little brother's shoes When she was told that she was being a good girl And so that bad feeling comes out as and this is a normal thing that happens If we're told that we're doing a good job when we're really not and we know that we're not underneath We actually start feeling worse not better Being told you're doing a good job when you know you're not Feels feels dishonest and feels bad So what you got tom? I like that. So I'm just wondering and I was like, well You know, how bad do I have to be in order for me? You know, how bad can I being still get away with it? Uh, how can what can I get away with? Yeah So there are there are people that are still going to try and get away with more bad stuff Is that what you're trying to encourage? Probably start, you know, right on the kid's face or something, you know So mom will catch me and it'll be more obvious and then I'll you know I'll have to pay the price and this is not everybody, right? But the majority of the population wants to do a better job We want to do a good job. We're we're We're trying to do a good job. So those are the two points that I really wanted to make toward, you know My debate style requires that I get to use my float Absolutely go for it I want freshest out of your mind first, which is People not doing a good job and being commanded for doing a good job I'm not going to assume that everybody in that room is not doing a good job I'm going to assume everybody is doing a good job And I found the ones that aren't and I'm going to talk to them behind closed doors So again, I see no need in that room. I'm I Just I'm going to assume that I know who's not especially with all the Tools you all have not to know who's not doing a good job. I mean come on I paid Anna to do that too. No wonder she had 52 hours figure out who's giving her all the Response cards with the fives and the fours and the three I hated those cards. I'm oh my god. Stay at them and leave one if they have another one and I was ridiculous Okay. Now. So that was my response to your second thing. Your first one is the The engaging tactic that you use All getting together and to go after something Us against common enemy. Exactly. Exactly. I feel that there are two ways to engage people One is a gun and one is a fishing rod where you kind of reel them in Well, I feel like yours is a gun list You definitely would get their attention Oh It's like you're ganging up for a negative reason again though what you're ganging up together and what's pulling you together is not positive It's negative where I would rather reel them in with something Positive and have them engage themselves rather than me giving them the reason to engage Because I really love some intrinsic motivation there and it can be engaging But um, I still I mean it's I feel like it's common wisdom that the most engaging thing is common enemy So you you try to you want to get a country all on the same page fight a war Common bad bad timing probably to be bringing this up. Sorry for everybody that that hit us a sore spot on I'm not gonna let over here You have to remember this I was from the generation that wore the big peace signs on our chest our bare chest We did it. I mean, I'm hoping you're not going to share visuals there Okay Let's see. Jeff has a couple of questions You said something around table today as I heard him playing kick them out after five years All right, so if I said I kicked them out after five years I was being a smart alec and being a little sarcastic there What I should have said is that we helped them create what Jeffrey probably went back to the office and fired three people I'm sorry if I said that I did not mean that I'm sorry, but Liz says I have to do this You've been here five years in a day. You're out of here. Yeah Um, you know what I was trying to communicate Jeffrey was that I don't want people to stay at my company longer than five years. They're more of a liability after five years And so, okay. Good. I'm glad you're in fire anybody What I was trying to communicate is when they first come to our company They're given a five-year ladder So shows them how they can move up in our company and then out at hopefully by the five-year mark Somewhere around that five-year mark move on to a different job a different position To their next thing that they're going to do So that's what I meant. I hope hopefully that's more clear And I'm really glad to hear that you did not fire anybody. Yay for you um, and then Jeffrey also says not to pump qts, but if you use the software you have real data And who's doing a good job and who isn't Okay, I have to say one more thing about that and You know Jeffrey you're on here often enough to know We are huge into data here. We love the data absolutely agree with the data, but not not but There is no but there we love the data the data does tell the story But our interpretation can sometimes be a little bit wonky now. We do know that about data as well You have to interpret correctly because Because somebody's score is dropping does not necessarily mean that they're doing a bad job They may there are multiple reasons why somebody can have data that is a little bit out of whack There might be some miscommunication going on. There could be a Um a breach of expectation. They could have heard something that made them think that who knows we're not I'll give you an example here. Sorry for all these examples today Um, we um had a job. This is called the bayless story. We have a lot of stories in my company This is called the bayless story Uh, I was at a job and I was upstairs. This is um back in the day I think I was doing a quality check or something It's upstairs and we had two vacuums at this time We had um a back an oryc and then we also had a ken more like a floor vacuum because we Worked in large teams a lot of times. So we needed two vacuums And so we're upstairs And we had the oryc upstairs and it threw a through a belt And so I called from upstairs. Hey, we can't have this oryc up here somebody grab a A canister vac and bring it up here Well, this team was on their notes. They instantly updated the work order to read You cannot use an oryc upstairs at bayless Of course, that's not what I said. Not what I meant, right? But that was what the work order now said About eight months later. I went back to bayless for something and somebody said, hey, we need the canister upstairs Here at bayless and I was like, why you guys plug in the canister vac upstairs for one little tiny piece of carpet at bayless Liz you said we can't use so there are Many times that that can happen. I know that was a really long-winded story. Sorry y'all but that happens a lot where we can get into a situation where We we can think somebody's doing a bad job When really there might be something else going on and just because somebody is missing something Don't necessarily think they're doing a I don't know that I would Turn that bad So to to bring that back to Engagement and and and one-on-ones. I guess that would be one of the benefits of having one-on-ones. Hopefully you could Get some clarity on on stuff like that But it would also be something to be brought up for the whole team right y'all need to be watching out for this stuff You know Hopefully somebody was like hey, Liz just curious. Why is it that we can use the oric at the bayless house? Yeah, and they're not probably not going to think about that after they leave the bayless house how many times do your employees talk about A job from yesterday or three days ago when they're in their one-on-one They don't care why they don't use the vacuum. They know they're not supposed to use the vacuum. They don't use the vacuum And there's some stuff they don't care about but for the most part And a perfect wall this I hit was that's just one little teeny piece of carpet. How come we can't use that would be the perfect world So we live in the united states of america time All right, okay I have to ask you a question about something that you brought up Um a while ago. You said that you don't want anybody at your company longer than five years. Did I hear that right? She fires them. She fires them after five years Not um, I I do have people obviously that have been at my company for longer than five years as as technicians I don't want them working as technicians for longer than five years. Um, it's expensive It's hard on their bodies. You know, I end up paying more and in different Things that I would have to do. So yeah, I I prefer not to have people in our company for long We just it's so many people that were working for us for long periods of time and we were paying for you know rotator cuff and and wrist and all of these other problems that Kind of went away with the five year the five year get them get them out so that could be somebody else's workers problem So Well, I just want them to be doing a different job Maybe When I when I left we had 60 people I'm gonna say at least 20 and I need to now check my records We're with me 10 years or longer because at five years they all got through weeks vacation So, you know, this was the vacation It went to the oldest person first and it took them a couple of months to finally get the thing You know, and I'll tell you I think that was the backbone of our company Because they were supervisors. So when they're supervisors, they dust they didn't because they were three people teams They were dusting and and doing the mini backing. So not real physically difficult. They weren't doing bathrooms They weren't even doing kitchens But boy, they were the backbone of my company because I knew the clients say they could roll with things I do love that. I have to admit Sharon. I love that part of it and they also hold your culture together Yes, I do Yeah Maybe you wait till six years to fire them And the the other the other thing is it's not just that I Most most of the people that I have coming into my jobs do not see this as a career job I'm not saying when they start and so I don't want to turn it into a career job for people who are not planning On it as a career job if they have because most of the people that would come to work for my company and still to this day This is true. They have aspirations of something else Something more something different. And so I want to encourage that and be part of that process I have a number of a number of people in castle keepers have been with us 10 And in 20 cases 20. Yeah And they're they're awesome at what they do. They're true professionals and They love to clean Of all people because I never remember I never cleaned the house. I'm not somebody when hey, I'm good at this I'm gonna start a company. I mean I watched right into the ownership role. I wouldn't clean a company I personally I'll tell you right now. I would never choose this career. I could not clean bathrooms all day long But there are people who absolutely Love it and thank god for those people. I just don't want them working at my company I'd rather have working at the there's another company right down the road that also cleans Worked there We're we're we're quickly jamming up on the top of the hour But I want to get to jeffrey's question because this jeffrey. I love your thinking I wanted to ask this question too, but you beat me too. I How long should these one-on-one meetings be? Well, I could get to my seven things in five minutes if they were a great team and they wanted out But if somebody needs more time and believe me when you get to the part of I ask them every single week How am I doing every single week probably because of my inferiority complex? I wanted to know I was doing a good job And if we got to something like that or how are things going on your team? They were on my list if somebody goes On blah blah blah blah jeffrey could take 30 minutes And it probably will happen when you're running way behind And that is not the time you can pull the plug You just can't and don't give up on the other meetings do like I said You ain't come in pull them to the side say hey, do we need to talk if they say no giving the checks and let them go I think that's a question is more about frequency And how often to do the one-on-one meetings and then See once a week. I think two weeks is too much Yeah, so once a week for approximately five minutes unless more is needed I agree with Sharon once a week is ideal We also have a little bit more in-depth quarterly where we spend a little bit more time and that has a different agenda But we also have an agenda for our weekly and I like it to be Mine's a little bit longer than yours is Sharon when we were hourly. We had like a five minute But now that we are Hourly. Yeah. Yeah, I really just a little bit shorter now. I'm like 15 minutes and we do an equipment check Even if it's hourly if I ended up paying them all full hour, but I saved one of them Money well spent money well spent agreed So Sharon, thank you This was awesome We never talked about the most engaging part which is the training piece. We're gonna have to have you back Sharon Yeah, yeah, you can you can come back. We'll pick up on that. So we're gonna be back next wednesday We're kind of doing a one week cadence now. So we're not gonna be here monday. We're done for the week So we're gonna be back a week from today five o'clock eastern Keep an eye on facebook. We're going to be getting more details about what we're going to be doing next week. So Until this time next week everybody take care and we'll see you then. Bye. Bye