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\nSo, anyway, let me start the recording. It's the top of the hour, and then we shall get going.<\/p>\n
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\nAlright!<\/p>\n
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\nWelcome everybody who's just joining us. It is 11 O'clock.<\/p>\n
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\nIt's time for Amy Babinchak's presentation.<\/p>\n
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\nFirst, let me just say thank you to Asigra for sponsoring this event and making it possible.<\/p>\n
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\nI've been working with them for a couple of months, and they really are great people to work with.<\/p>\n
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\nSo if you haven't engaged with them, please check them out at Asegra.com.<\/p>\n
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\nNow let's do a quick intro.<\/p>\n
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\nSo any Bab check is a I would define it primarily as a community builder.<\/p>\n
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\nBut she's also an Msp. And she also owns a third tier, and she's also part owner of sell. My Msp.<\/p>\n
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\nSo she's super super engaged in technology and in our community worldwide, and has been for more years than she would want to admit.<\/p>\n
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\nAnd today she's going to talk about how you cultivate self managing employees.<\/p>\n
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\nSo take it away.<\/p>\n
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\nThank you. Thanks, Karl. This is going to be a participation. Webinar.<\/p>\n
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\nSo I really want you guys to get ready to put stuff into the chat because and explain a bunch of stuff in my thought process at the beginning.<\/p>\n
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\nBut then I have questions for you, because, as I describe this, I'm describing the way that I do it.<\/p>\n
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\nBut that doesn't mean that it's the only way to do it.<\/p>\n
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\nAnd so I would like to hear what your input is.<\/p>\n
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\nAnd so I've got a a few places where we can do that.<\/p>\n
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\nSo so with that let is, let's get started.<\/p>\n
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\nI would like to turn off my camera so that it isn't distracting.<\/p>\n
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\nLet me figure out where that is.<\/p>\n
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\nStop video.<\/p>\n
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\nAlright. So, today, we're gonna talk about how to cultivate the self managing employee.<\/p>\n
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\nThat is me and my main website, where I would like to interact with you guys is the third tier.net.<\/p>\n
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\nAnd if you hold up your camera and you scan that QR code, it will take you to Linkedin, where we can become friends and also, if you go to my, if you go to Third Tiers Facebook page, you're gonna find some groups over there as well, one of them.<\/p>\n
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\nIs on ransomware and security. Another one is on inune and defender, and the other one is on legislation and regulation issues around our industry.<\/p>\n
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\nSo join me in all of those places. If you don't know me.<\/p>\n
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\nI appreciate Carl's introduction, but I'll just add that I am a very technical person.<\/p>\n
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\nI'm a Microsoft Mbp. For the last 16 years.<\/p>\n
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\nI'm also a business owner, and I had to figure this stuff out because I started this from a technical point of view, as probably many of you did, and I had to figure out how to hire people and the type of people that I wanna hire and along that way I learned a lot<\/p>\n
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\nabout myself and a lot about people which was not one of my strong suits.<\/p>\n
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\nWhen I started this grand adventure. But I figured it out. And that's what we're gonna talk about today.<\/p>\n
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\nSo my teaching process is one where I like start at the end, and then I then I explain how we got there.<\/p>\n
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\nSo I thought an agenda would be helpful. So here's what we're going to cover.<\/p>\n
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\nI'm gonna do some confessions. So a lousy manager.<\/p>\n
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\nThat's how I describe myself. Benefits that you can get from a self managing employee.<\/p>\n
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\nThere's always dropbacks to a self managing employee how to hire one, how to cultivate that.<\/p>\n
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\nThose traits that you want and how to how to manage self managing employee, because you doesn't mean you entirely.<\/p>\n
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\nJust get to walk away, you still have to do some work.<\/p>\n
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\nSo those are the things that we're gonna talk about here.<\/p>\n
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\nSo confessions from allowing manager when I started my business I started with the press that I was going to be lousy at managing people, because in my career I spent all of my time working toward not being managed, I just didn't want anything to to do with somebody looking over my<\/p>\n
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\nshoulder, and I thought that meant that I wouldn't know how to manage people.<\/p>\n
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\nBut later I learned that what it meant was, I actually didn't want to have to spend my time managing people, and so I had to solve that problem right?<\/p>\n
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\nAnd I learned this the hard way by failing to hire the right people.<\/p>\n
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\nAnd then I took a look at myself, and it became clear to me who I needed to hire.<\/p>\n
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\nI needed to hire me, and this sort of follows on with a another thing that I noticed in that businesses tend to have the personalities of the CEO of that company, or the owner of that company.<\/p>\n
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\nSo let me tell you a little bit about my story.<\/p>\n
00:05:01.000 --> 00:05:14.000
\nWhen I would go to job interviews I would spend time in that interview, interviewing my perspective manager to make sure that they were not going to try to micromanage me, and would give me all the freedom that I needed to thrive.<\/p>\n
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\nSometimes this was met with resistance, and then I knew this was not the job for me, and sometimes the interviews were great.<\/p>\n
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\nWe had amazing conversations, and then they didn't hire me, which was a surprise to me, because I thought we were hitting it off.<\/p>\n
00:05:28.000 --> 00:05:38.000
\nSo you never know, but because of this strategy I did end up with 2 amazing managers before I set out on my own.<\/p>\n
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\nFor the first one I was a total newbie, and I was a sponge that needed to be fed with constant new challenges and opportunities to learn.<\/p>\n
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\nMy boss told me that he had never seen anyone learn as fast as I did and that's a compliment that I still get joy from today.<\/p>\n
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\nThat just meant so much to me, and I have carried that forward through my whole career.<\/p>\n
00:05:58.000 --> 00:06:06.000
\nIt was like the one sentence that it just just keeps on giving.<\/p>\n
00:06:06.000 --> 00:06:11.000
\nThat's how impactful things you say to your employees can really be.<\/p>\n
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\nHe seemed to have complete faith in me, and he never said No.<\/p>\n
00:06:16.000 --> 00:06:30.000
\nI started as a desktop migration Tech, who also answered, Help, desk calls but at the end of 3 years, having learned all the foundation knowledge, and it took me right through my career today.<\/p>\n
00:06:30.000 --> 00:06:40.000
\nSo I went from I had to learn how to program Cisco routers from scratch to form a WAN where there was not previously one.<\/p>\n
00:06:40.000 --> 00:06:49.000
\nI got to deploy a 25 site exchange server network, I migrated from another mailing server into that exchange network.<\/p>\n
00:06:49.000 --> 00:06:56.000
\nI developed a six-week class for super users who became my help desk staff across 6 locations.<\/p>\n
00:06:56.000 --> 00:07:09.000
\nI also learned how to manage a phone network and do certified wiring I remember that wiring little lady, especially finally she had retired from the phone company and was working for a big wiring company.<\/p>\n
00:07:09.000 --> 00:07:13.000
\nI followed her everywhere, and she taught me all about cabling.<\/p>\n
00:07:13.000 --> 00:07:26.000
\nI also had breakfast with my boss most meeting most mornings I would arrive early, just to hang around and learn from him, having a young me around must have been really challenging.<\/p>\n
00:07:26.000 --> 00:07:32.000
\nWait. My boss seemed to like me and understand me better than I understood myself, which was awesome.<\/p>\n
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\nI would show up early to work like 6 7 A. M.<\/p>\n
00:07:34.000 --> 00:07:39.000
\nDuring daylight, savings hours, and somewhere between 9 and 10 Am.<\/p>\n
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\nWhen it was standard time and a lot of bosses would have found this extremely annoying.<\/p>\n
00:07:41.000 --> 00:07:52.000
\nMaybe would have even fired me for being in consistent, but and I remember my boss asking me what was up with that I told.<\/p>\n
00:07:52.000 --> 00:08:00.000
\nI woke up with the sign, and I didn't like to be startled by an alarm clock, and you know some buses would have said, Well, that's too bad.<\/p>\n
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\nGet here at this. Get here at 9 Am. This is when we start.<\/p>\n
00:08:03.000 --> 00:08:07.000
\nHe never said that, and he just he never mentioned it again.<\/p>\n
00:08:07.000 --> 00:08:13.000
\nHe just took what I said in stride, and and we moved on.<\/p>\n
00:08:13.000 --> 00:08:23.000
\nAnd my second job I again looked for great boss. This time I knew that I could learn on my own, and I found the ideal boss because I worked from home in Michigan.<\/p>\n
00:08:23.000 --> 00:08:28.000
\nHe worked from home in Indiana, and the company that we both worked for was in California.<\/p>\n
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\nI expanded my router knowledge, deploying lands for school districts, I improved my Novell server, and Mac knowledge base by deploying both into school districts and then providing support for the learning application that we sold and once I get good at that my Boston started<\/p>\n
00:08:45.000 --> 00:08:54.000
\nsending me around to bailout others. They couldn't figure it out I so I was going from state to state to state, to state.<\/p>\n
00:08:54.000 --> 00:08:59.000
\nI had to figure out the problem and why they had failed to deploy the land properly.<\/p>\n
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\nSo it was our people's fault. Sometimes it was internal.<\/p>\n
00:09:00.000 --> 00:09:07.000
\nIt's fault, and when that's when I learned it, all participants are Dns, problems.<\/p>\n
00:09:07.000 --> 00:09:11.000
\nThat's another thing that is stuck with me through my whole career.<\/p>\n
00:09:11.000 --> 00:09:17.000
\nIt's always Dns I've grown somewhat famous for that phrase.<\/p>\n
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\nI would get the really angry sometimes about having to fix everyone else's problems because these people were supposed to be my peers and had a lot more experience than I did.<\/p>\n
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\nAnd when I would get really angry my boss could tell.<\/p>\n
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\nWe just be talking on the phone, and he would just leave me alone for a while.<\/p>\n
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\nHe would stop asking me, like 3 weeks to go by, and he wouldn't ask me to go anywhere or fix anybody, fix any of my peers problems, and then it would start up again.<\/p>\n
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\nAnd one time I even told them I am not going back to St.<\/p>\n
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\nLouis until you fire that guy. Where is it, anyway?<\/p>\n
00:09:51.000 --> 00:10:02.000
\nAs it turned out, traveling around to talk to any customers, work with it, staff, and then fix the technical problem was great training for having my own business.<\/p>\n
00:10:02.000 --> 00:10:08.000
\nSo after burning out from too much business travel, fixing other text problems, I just started to start my own business.<\/p>\n
00:10:08.000 --> 00:10:12.000
\nBut I knew I'd be a lousy manager for 2 reasons.<\/p>\n
00:10:12.000 --> 00:10:13.000
\nOne. The point of the story that I just told is that I hate to be managed.<\/p>\n
00:10:13.000 --> 00:10:30.000
\nThere is no better way to kill my ambition than to insist that I do something your way, and 2 I spent significant effort to make sure that I chose managers that kept a distance from me, but also supported me.<\/p>\n
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\nA hundred percent, and then well, there's a 3. I'd been working from home, and I didn't want to give up that freedom.<\/p>\n
00:10:36.000 --> 00:10:41.000
\nI didn't want an office so sorry a business seemed like a weird choice, but I was.<\/p>\n
00:10:41.000 --> 00:11:11.000
\nI was wrong about those things right. I did understand how to be a great manager, because I had great managers, and I knew how not to manage people, because this was the gift that they had given to me, and despite myself, I had learned how to manage from them.<\/p>\n
00:11:11.000 --> 00:11:21.000
\nSo, did I skip a slide? No, okay. Sorry. Let's watch the slide fall down again. That's awesome.<\/p>\n
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\nMost people cannot thrive in the environment that I just described.<\/p>\n
00:11:26.000 --> 00:11:31.000
\nThe way that I managed my career is in order to thrive as I did.<\/p>\n
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\nThey would have to work from home. The entirely self motivated, and love to learn.<\/p>\n
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\nIn short, they would have to be me, and that was an eye opener for me. And actually my Aha!<\/p>\n
00:11:43.000 --> 00:12:08.000
\nMoment. So I knew that finding people with these traits was going to be hard, and so that actually kept me from hiring my first employee for like 3 years, I just kept doing my thing wondering if I was gonna have a job or a business with employees was it even possible to find another me as I started<\/p>\n
00:12:08.000 --> 00:12:15.000
\ndoing career in business coaching. Recently I learned that I'm not the only one who asked themselves that question.<\/p>\n
00:12:15.000 --> 00:12:25.000
\nWe all wonder if we're gonna fail at hiring employees, and we all have to figure out how we're gonna make it happen.<\/p>\n
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\nSo if most people aren't me, how am I gonna solve this problem?<\/p>\n
00:12:30.000 --> 00:12:33.000
\nRight. You're inside my head now, right?<\/p>\n
00:12:33.000 --> 00:12:40.000
\nA self, managing employee is the dream employee, with there had to be a message for finding them, and if I can't find them, how can I create them?<\/p>\n
00:12:40.000 --> 00:12:52.000
\nCan they even be created? So what follows from here is my thought process, and how I solved for self management.<\/p>\n
00:12:52.000 --> 00:13:04.000
\nSo let's play this down and figure out what we need to do, and how I solved the equation.<\/p>\n
00:13:04.000 --> 00:13:16.000
\nSelf managing employee has several advantages. If they start the day, knowing what they have to accomplish, I still browse my calendar the night before, and I have a mental list of things that I must do today, no matter what happens right today.<\/p>\n
00:13:16.000 --> 00:13:25.000
\nI'm today. For example, I must show up at 2 Pm.<\/p>\n
00:13:25.000 --> 00:13:29.000
\nAnd give this presentation, no matter what else happens in my life.<\/p>\n
00:13:29.000 --> 00:13:41.000
\nThis is the one thing that I must do today. And last night for last thing I do before going to bed is, look at my calendar for the next day.<\/p>\n
00:13:41.000 --> 00:13:44.000
\nSo I just have it in my brain, like, okay, I have to.<\/p>\n
00:13:44.000 --> 00:13:45.000
\nI have these 3 appointments I absolutely have to do.<\/p>\n
00:13:45.000 --> 00:13:50.000
\nI have these couple that could be moved. And there's this one thing that I must do.<\/p>\n
00:13:50.000 --> 00:13:59.000
\nSo my priority setting starts the day before, and that's what a good self managing employee does.<\/p>\n
00:13:59.000 --> 00:14:05.000
\nThey're also highly productive because they're organized people who know what they have to accomplish.<\/p>\n
00:14:05.000 --> 00:14:10.000
\nThey're also more productive than typical, because they're on a mission to accomplish those things.<\/p>\n
00:14:10.000 --> 00:14:19.000
\nThey have self identified what they are, they are ready to do them, they are prepared to do them, and they go for it.<\/p>\n
00:14:19.000 --> 00:14:26.000
\nThey seek responsibility. The self managing employee not only accepts responsibility, but seeks it out.<\/p>\n
00:14:26.000 --> 00:14:33.000
\nThey look for things to own, and they make it happen they don't wait to be told to take on a project, a task migration.<\/p>\n
00:14:33.000 --> 00:14:39.000
\nThey offer to take responsibility for it, because if you're self managing, then there's no one else to point to.<\/p>\n
00:14:39.000 --> 00:14:49.000
\nThey want that type of leadership.<\/p>\n
00:14:49.000 --> 00:14:56.000
\nHello, and they, yeah. Finally it clicked. Sorry they have a passion.<\/p>\n
00:14:56.000 --> 00:14:59.000
\nIt all adds up to passion. It's the passion that powers the work they love.<\/p>\n
00:14:59.000 --> 00:15:11.000
\nTechnology. They love their job, they love their chosen career.<\/p>\n
00:15:11.000 --> 00:15:17.000
\nThere are drawbacks to a self managing employee, no one, and nothing is perfect.<\/p>\n
00:15:17.000 --> 00:15:21.000
\nHey, we should acknowledge what the drawbacks are, so we can be real here.<\/p>\n
00:15:21.000 --> 00:15:28.000
\nThe self. Managing employees, often working in their own world, not paying much attention to the rest of the staff.<\/p>\n
00:15:28.000 --> 00:15:32.000
\nThis could be great, because they tend not to be into office.<\/p>\n
00:15:32.000 --> 00:15:37.000
\nPolitics, or it could cause them to go off in an unexpected direction.<\/p>\n
00:15:37.000 --> 00:15:46.000
\nIf I think back about my career before starting my business, I can tell you almost nothing about the people that I worked with in my department.<\/p>\n
00:15:46.000 --> 00:15:49.000
\nI know vaguely what they did as far as a big picture description, but I had no idea about any specifics.<\/p>\n
00:15:49.000 --> 00:15:58.000
\nThey were working on. I did not care.<\/p>\n
00:15:58.000 --> 00:16:14.000
\nSo as a manager, you have to work to make sure that this person understands your corporate policy, your operating procedures in your corporate culture, I once had an employee with amazing great ambition.<\/p>\n
00:16:14.000 --> 00:16:20.000
\nHe was the self managing employee, but he would keep going off and creating his own solutions.<\/p>\n
00:16:20.000 --> 00:16:24.000
\nMany things. We already had solutions for. That's not good.<\/p>\n
00:16:24.000 --> 00:16:37.000
\nIt meant that I had to work on him to get him to investigate our existing solutions before going off in his own direction, and he needed to supply justifications for any of those changes right.<\/p>\n
00:16:37.000 --> 00:16:42.000
\nYou never want to leave someone to leave you with a technology that no one else can support.<\/p>\n
00:16:42.000 --> 00:16:54.000
\nSo that's a risk made a strong corporate mission with a culture to support that mission is required to allow for growth in the direction that you expect it to go right.<\/p>\n
00:16:54.000 --> 00:17:09.000
\nIf you give them the bubble in which to work in and it is molded in certain ways that adhere to your corporate policy and culture, then when they're making decisions, they will always know the right decision to make, and it'll be the same decision.<\/p>\n
00:17:09.000 --> 00:17:18.000
\nThat you would have made, but the self managing employee makes it for you.<\/p>\n
00:17:18.000 --> 00:17:21.000
\nAnother drawback is, the manager has to keep ahead of them.<\/p>\n
00:17:21.000 --> 00:17:23.000
\nManagers gotta be good right? They have to stay ahead of these employees.<\/p>\n
00:17:23.000 --> 00:17:36.000
\nThey have to be ready with an affirming answer to every question they have to expect to provide support for these employees, but not push it.<\/p>\n
00:17:36.000 --> 00:17:48.000
\nAnd here's what I mean by that when a self-maging employee comes to you with a new set of policy ideas for protecting email, the manager has to be receptive to the idea.<\/p>\n
00:17:48.000 --> 00:17:50.000
\nDon't kill the passion. Alright! The answer should almost never be, no!<\/p>\n
00:17:50.000 --> 00:17:59.000
\nInstead, it should be yes, and yes, we should improve our email policies and show me what you're thinking.<\/p>\n
00:17:59.000 --> 00:18:04.000
\nAnd then I always ask a lot of questions. I'm like a question box, right?<\/p>\n
00:18:04.000 --> 00:18:11.000
\nDoes Microsoft a documentation? We can leverage. How are these policies gonna impact the end user experience?<\/p>\n
00:18:11.000 --> 00:18:26.000
\nHave you put together any training on that? Who do you think should be our guinea pig clients that we're gonna try it out on? How long is it gonna take to roll it let's talk about this in our next staff meeting and then we'll roll it out to ourselves we'll see<\/p>\n
00:18:26.000 --> 00:18:38.000
\nhow it works. We'll let everyone experience and then I want you to document the whole setup process so that so that everybody else here can jump in and help with it too.<\/p>\n
00:18:38.000 --> 00:18:41.000
\nThat's how that's how I approach that alright.<\/p>\n
00:18:41.000 --> 00:18:48.000
\nThe self managing employee cannot just take off on the project without being able to explain their thought process.<\/p>\n
00:18:48.000 --> 00:18:58.000
\nOnce they understand. This is your expectation, and that you support them next time they're going to come prepared, and then you could just take a step back right.<\/p>\n
00:18:58.000 --> 00:19:00.000
\nThey're gonna have all those things thatined up next time they come to talk to you, and you'll just go.<\/p>\n
00:19:00.000 --> 00:19:12.000
\nSounds, great.<\/p>\n
00:19:12.000 --> 00:19:18.000
\nSo these employees do require care and feeding. They need price.<\/p>\n
00:19:18.000 --> 00:19:31.000
\nThey need educational opportunities. They need to be. Let D to be able to let go of tasks that they used to do so that they can keep growing on new things so they don't get bored.<\/p>\n
00:19:31.000 --> 00:19:32.000
\nAnd those tasks are gonna be needed to be assigned.<\/p>\n
00:19:32.000 --> 00:19:44.000
\nOther people. Remember in my story when I'm got bored of doing some help desk task, I actually created a training program and created my own little help desk table.<\/p>\n
00:19:44.000 --> 00:19:49.000
\nAnd I was the only person in the it department. It was 14 people in this it department.<\/p>\n
00:19:49.000 --> 00:20:04.000
\nI was the only one with my own staff. At the end of that, so I just didn't wanna have to answer the stupid questions anymore, like, now, I know my keyboard keyboard cable got got kicked out and stuff like that.<\/p>\n
00:20:04.000 --> 00:20:15.000
\nSo as a manager, you're gonna have to keep an eye out for tests that might not be getting as much attention, and then assign them to somebody else.<\/p>\n
00:20:15.000 --> 00:20:23.000
\nRemember you know what what I trained my own staff, my own helped to staff at the remote sites.<\/p>\n
00:20:23.000 --> 00:20:29.000
\nI remember talking to my boss about how helpful it was to have someone at remote sites.<\/p>\n
00:20:29.000 --> 00:20:34.000
\nDid that understood it? Language, because they had one of my sites.<\/p>\n
00:20:34.000 --> 00:20:43.000
\nHad a person like that, and you know she happened to be very interested in it, and computers and phone systems and stuff.<\/p>\n
00:20:43.000 --> 00:21:01.000
\nAnd we actually ended up condensing my boss. So we are in the it department she was an office manager, but she had an amazing aptitude for it, so is able to to elevate her into the department, but because of that experience that gave me the idea that that we I<\/p>\n
00:21:01.000 --> 00:21:14.000
\nI should have more people like this. This is very helpful to me, and so it was casual right over breakfast thing across many months, and then it became my super user program.<\/p>\n
00:21:14.000 --> 00:21:21.000
\nAnd the bus green, you know, Pee Green let it immediately. I got no pushback on that at all, you know.<\/p>\n
00:21:21.000 --> 00:21:24.000
\nIf you wanna create your own, your own helpful people, go ahead.<\/p>\n
00:21:24.000 --> 00:21:30.000
\nSo they became my eyes, ears, hands at those sites, and they took away all the simple tasks like I mentioned.<\/p>\n
00:21:30.000 --> 00:21:33.000
\nYou know, we had people kicking the cable out for that.<\/p>\n
00:21:33.000 --> 00:21:40.000
\nPlugged in their keyboard was a real thing, used to drive me crazy.<\/p>\n
00:21:40.000 --> 00:21:42.000
\nYou know, message on the screen, I'd be like that means you unplugged the keyboard from the back of your computer oh, where's the port? Oh, where's the cable?<\/p>\n
00:21:42.000 --> 00:21:53.000
\nNo, I didn't. It was like every morning, so I got that off my plate, you know, changing the mouse batteries.<\/p>\n
00:21:53.000 --> 00:22:04.000
\nJust simple stuff, right? These folks were not really doing help desk work, but they were setting me up for 6, and they enjoyed doing it.<\/p>\n
00:22:04.000 --> 00:22:08.000
\nThey volunteered for the training which was on top of their office manager duty.<\/p>\n
00:22:08.000 --> 00:22:14.000
\nSo that was that was pretty. I was really happy that they did it.<\/p>\n
00:22:14.000 --> 00:22:19.000
\nSo the self managing employee likes to be challenged right?<\/p>\n
00:22:19.000 --> 00:22:25.000
\nBecause of this they might get bored easily where they might come up with creative solutions that you never heard of before.<\/p>\n
00:22:25.000 --> 00:22:35.000
\nThe way that we can, combat the boredom is assigned new ideas for them to explore things like, should we stop using third party antivirus?<\/p>\n
00:22:35.000 --> 00:22:41.000
\nIs our backup solution still adequate? What old policies do we have that need updating?<\/p>\n
00:22:41.000 --> 00:22:45.000
\nHow can we better protect identity? Someone needs to be come an expert at teams phone.<\/p>\n
00:22:45.000 --> 00:22:52.000
\nDo you have any interest in doing that? Send them to a class send them to a conference, keep that learning going at all times.<\/p>\n
00:22:52.000 --> 00:23:02.000
\nI have talked to a lot of people over the years that told me the reason they moved from Job to Job is because there was nothing left from there to learn, and nowhere for them to grow.<\/p>\n
00:23:02.000 --> 00:23:12.000
\nSo it's our job to make sure that we're always providing those types of opportunities for our employees.<\/p>\n
00:23:12.000 --> 00:23:15.000
\nNow we could get really into the weeds. On hiring.<\/p>\n
00:23:15.000 --> 00:23:18.000
\nSo I'm not gonna spend too much time on it.<\/p>\n
00:23:18.000 --> 00:23:27.000
\nBut when hiring, look for people that seek independence, ask them why they need that independence.<\/p>\n
00:23:27.000 --> 00:23:30.000
\nAsk them, why they've decided to look for new job.<\/p>\n
00:23:30.000 --> 00:23:37.000
\nIf they say things like this stuff we just talked about, and you may have found a good potential for self management.<\/p>\n
00:23:37.000 --> 00:23:45.000
\nIt very few employees are gonna be an exact candidate for self management, but some will come close, and that's what you want to look for.<\/p>\n
00:23:45.000 --> 00:23:53.000
\nSomeone can get a good, be a good technical expert, or have a great phone manner when taking help desk, cause.<\/p>\n
00:23:53.000 --> 00:24:01.000
\nBut if they suck up all of your time by constantly needing direction on the next thing they should do, the next thing they should do.<\/p>\n
00:24:01.000 --> 00:24:08.000
\nWhat should I do now? And aren't productive unless you're giving unless you're constantly feeding them tasks.<\/p>\n
00:24:08.000 --> 00:24:19.000
\nAnd what if you really gained nothing? Right. So I encourage you to look for the traits of self-management when hiring.<\/p>\n
00:24:19.000 --> 00:24:23.000
\nSo we talked about the benefits of a self managed employee.<\/p>\n
00:24:23.000 --> 00:24:28.000
\nNow it seems only right that we talked about features or it people, after all.<\/p>\n
00:24:28.000 --> 00:24:34.000
\nSo what we want to do is to cultivate each individual strength and make it stronger along the way.<\/p>\n
00:24:34.000 --> 00:24:42.000
\nWe also want to encourage them to develop new skills. So when you're really good at one thing, you can easily become quite decent.<\/p>\n
00:24:42.000 --> 00:24:52.000
\nAt several others a rising tide floats all boats, a rising skill level floats all other skills.<\/p>\n
00:24:52.000 --> 00:24:55.000
\nSo let's assume that we've hired people with the right technical skill set.<\/p>\n
00:24:55.000 --> 00:25:03.000
\nNow let's look at their self management skill set, because to me it is actually more important.<\/p>\n
00:25:03.000 --> 00:25:26.000
\nSo the top row is their primary strength in the bottom row is like a skill that is supported by that strength, and here's where I want you to start participating with me in the chat window, so I'm gonna give some ideas of things that that we we can ask in each of<\/p>\n
00:25:26.000 --> 00:25:36.000
\nthese categories, and I would like you to put in some of your ideas so if we're hiring people for these features, what sort of interview questions are we gonna ask?<\/p>\n
00:25:36.000 --> 00:25:47.000
\nAlright, let's use our collective brains. Let's have you put some interview questions into the chat window, starting with questions you could ask to find out if someone is a good, a good organizer.<\/p>\n
00:25:47.000 --> 00:25:53.000
\nAre they good at organizing their life?<\/p>\n
00:25:53.000 --> 00:25:59.000
\nSo, for example, here's some some things that I would ask right, how do you prepare for your work?<\/p>\n
00:25:59.000 --> 00:26:09.000
\nDay right I described preparing for my work day, as I always look at my calendar the day before, and everything goes on to my calendar.<\/p>\n
00:26:09.000 --> 00:26:13.000
\nEverything. If it's not on my calendar, it does not exist.<\/p>\n
00:26:13.000 --> 00:26:22.000
\nSo to answer the question of Trackavis. Yes, oh, yes, I use a calendar if it's if it's not on my calendar, it does not exist.<\/p>\n
00:26:22.000 --> 00:26:29.000
\nThat goes through my work and personal life. So yes, I look at that calendar the night before.<\/p>\n
00:26:29.000 --> 00:26:33.000
\nIt's set my priorities know what I'm doing before I show up for work.<\/p>\n
00:26:33.000 --> 00:26:39.000
\nI would also ask them, have you ever written a standard operating procedure?<\/p>\n
00:26:39.000 --> 00:26:50.000
\nI'm looking for people that have that organized train of thoughts, and how you, how how they think about things.<\/p>\n
00:26:50.000 --> 00:27:15.000
\nSo what sort of questions would you ask in order to ferret out if your interviews is a person who is an organizer?<\/p>\n
00:27:15.000 --> 00:27:20.000
\nSo Carl wants to ask them how they troubleshoot a problem.<\/p>\n
00:27:20.000 --> 00:27:23.000
\nNorbert's got a question there that I'm gonna take on later.<\/p>\n
00:27:23.000 --> 00:27:29.000
\nTry this. Ask me about the about the calendar.<\/p>\n
00:27:29.000 --> 00:27:35.000
\nAlright! Think about it. Think about what you what you would ask to find out how organized someone is.<\/p>\n
00:27:35.000 --> 00:27:44.000
\nGonna be second, one, right? Response, responsible.<\/p>\n
00:27:44.000 --> 00:27:52.000
\nSo now give us some, give us some ideas of how you would find out if someone is a responsible person.<\/p>\n
00:27:52.000 --> 00:28:00.000
\nRight, so I would ask them. Tell me about a time that you took on a project or a unique issue.<\/p>\n
00:28:00.000 --> 00:28:09.000
\nRight. So I'm looking for them to have made a discovery of that unique issue that they hadn't run into before.<\/p>\n
00:28:09.000 --> 00:28:15.000
\nThey know that nobody in the company's head, and they took it on for themselves that they just didn't look at it and go.<\/p>\n
00:28:15.000 --> 00:28:22.000
\nI don't know what that is, and pass it off right looking for them, taking responsibility for it.<\/p>\n
00:28:22.000 --> 00:28:28.000
\nI would also ask them to walk them. Walk me through getting an ISP for a new office.<\/p>\n
00:28:28.000 --> 00:28:34.000
\nI found that to be a great interview question that tells me about their level of responsibility.<\/p>\n
00:28:34.000 --> 00:28:42.000
\nThe responsibility of of getting an ISP installed for new office involves a lot of steps.<\/p>\n
00:28:42.000 --> 00:28:52.000
\nI've had a lot of people tell me in interviews that well, I would call Comcast, and I would give them the address, and you know I I would.<\/p>\n
00:28:52.000 --> 00:29:04.000
\nYou know. Just I would just tell the client to call comcast, or something like that, or I would just call comcast and you know, tell them what we need, and I'm like, and then what?<\/p>\n
00:29:04.000 --> 00:29:09.000
\nWell, there really isn't much to do after that, and like, Oh, boy, no, that's not true.<\/p>\n
00:29:09.000 --> 00:29:20.000
\nI mean, when you get a ISP for new office, I what the answer that I want to hear is, I call comcast.<\/p>\n
00:29:20.000 --> 00:29:21.000
\nI find out what the options are from my client.<\/p>\n
00:29:21.000 --> 00:29:27.000
\nI talked with the client about what they want. I get back with Comcast.<\/p>\n
00:29:27.000 --> 00:29:30.000
\nMake sure that the order gets placed. I make sure that I'm the technical contact with with Comcast.<\/p>\n
00:29:30.000 --> 00:29:51.000
\nMy clients, the administrative contact. I want them. I want to, and we set the appointments, for when the installation is, I'm going to be there for the installation I'm gonna verify that the the new Internet service works properly that's what I want to hear so that<\/p>\n
00:29:51.000 --> 00:29:55.000
\nto me is somebody who takes responsibility for an issue from end to end.<\/p>\n
00:29:55.000 --> 00:30:09.000
\nThey're not just gonna be like, oh, that's a vendor issue and hand it off right.<\/p>\n
00:30:09.000 --> 00:30:12.000
\nNorbert likes to ask, How do you tame the chaos?<\/p>\n
00:30:12.000 --> 00:30:20.000
\nI think that's an an organizer question that he was, that he was talking about the Collin's.<\/p>\n
00:30:20.000 --> 00:30:28.000
\nGonna ask great walk me through how you would, and I choose a situation probably very much like I did, just with the with the, you know, setting up an ISP for clients.<\/p>\n
00:30:28.000 --> 00:30:36.000
\nNew office, right? Similar kind of thing. Make sure they get all the steps, not to some of them.<\/p>\n
00:30:36.000 --> 00:30:45.000
\nRight, independence, next, feature. How am I gonna find out if someone is works independently right?<\/p>\n
00:30:45.000 --> 00:30:48.000
\nI'm gonna ask them to describe their work day to me.<\/p>\n
00:30:48.000 --> 00:30:54.000
\nAlright. I wanna hear how their day goes today.<\/p>\n
00:30:54.000 --> 00:30:58.000
\nAnd then I'm gonna ask them, has there been a time when you notice something needed to be done?<\/p>\n
00:30:58.000 --> 00:31:03.000
\nAnd you just decided to do it right. What was that thing?<\/p>\n
00:31:03.000 --> 00:31:07.000
\nAnd were you able to accomplish it right, give me some examples.<\/p>\n
00:31:07.000 --> 00:31:12.000
\nI found it's really when I'm looking for someone who is independent.<\/p>\n
00:31:12.000 --> 00:31:16.000
\nI want to know that they.<\/p>\n
00:31:16.000 --> 00:31:23.000
\nTook on an issue right? We hear an awful lot an awful lot about teamwork, right teamwork teamwork team like I brought in a team.<\/p>\n
00:31:23.000 --> 00:31:26.000
\nI did this with the team. I wanna hear about people's independence.<\/p>\n
00:31:26.000 --> 00:31:31.000
\nI wanna hear that they they went out. They found an issue.<\/p>\n
00:31:31.000 --> 00:31:38.000
\nThey took it on. They, you know, and and the client needed it, and so they it was.<\/p>\n
00:31:38.000 --> 00:32:00.000
\nIn our corporate culture, in our corporate policy. They went out, and they did it right. They didn't wait for someone to tell them that they should go do this thing, that they independently identified something that they knew fit into our scope, and they just got out there and did so dennis is gonna ask a person to tell him.<\/p>\n
00:32:00.000 --> 00:32:11.000
\nAbout their roles and responsibilities. Yet the rotary, the church, the school something. So that's how they're going to be. That's how they're going to identify them.<\/p>\n
00:32:11.000 --> 00:32:16.000
\nSo now let's talk about learners right?<\/p>\n
00:32:16.000 --> 00:32:17.000
\nLearners are very important. Right? How do you learn new skills?<\/p>\n
00:32:17.000 --> 00:32:22.000
\nIs a question that I would ask good question. You would ask.<\/p>\n
00:32:22.000 --> 00:32:30.000
\nPlease put them in a chat when I ask people how they new learn new, learn new skills.<\/p>\n
00:32:30.000 --> 00:32:39.000
\nI get too much of, well, I go to Youtube, and I just look it up right if I don't know the answer, I just go to Youtube and I look it up.<\/p>\n
00:32:39.000 --> 00:32:44.000
\nAnd when I ask them, Where do you look it up? I where do you look it up on Google?<\/p>\n
00:32:44.000 --> 00:32:54.000
\nWhat websites are you going to? It's usually most often met with like a blank stare like they haven't really thought about.<\/p>\n
00:32:54.000 --> 00:33:05.000
\nWhere they're going is a legitimate solution or not, or they haven't identified people or sources that they are, they know are good and boy.<\/p>\n
00:33:05.000 --> 00:33:17.000
\nIf you find the person who's like I have some Goto sources that I really trust, that are full of super awesome people that publish great information that produce great videos.<\/p>\n
00:33:17.000 --> 00:33:25.000
\nThose are people that are 2 learners because they've identified the valuable learning materials that work for them.<\/p>\n
00:33:25.000 --> 00:33:32.000
\nI would also ask them about their certifications, if they have any.<\/p>\n
00:33:32.000 --> 00:33:38.000
\nI want to see certifications, and I would ask them even if they don't have them, what certification are you interested in?<\/p>\n
00:33:38.000 --> 00:33:42.000
\nWhat do you think is gonna be the most valuable for your job that you have today?<\/p>\n
00:33:42.000 --> 00:33:54.000
\nAnd maybe the one that you're coming into with me and get them to hopefully, they're gonna they already have that in their head like, I wanna learn more about this. I would love to be able to go to class.<\/p>\n
00:33:54.000 --> 00:33:56.000
\nThose are people I'm looking for. I'm also gonna ask them if they've had an opportunity to attend conferences.<\/p>\n
00:33:56.000 --> 00:34:12.000
\nUnfortunately, many of people have not had the opportunity, because businesses that they're working for only the only the owner goes which honestly, it's probably the last person that needs to go the people that need to go are the people that are in the workforce doing the work.<\/p>\n
00:34:12.000 --> 00:34:28.000
\nSo that they can understand what's going on. So I always try to bring someone with me to conferencences, although I don't.<\/p>\n
00:34:28.000 --> 00:34:33.000
\nI purposely don't hang out with them because I want them to have their own conference experience.<\/p>\n
00:34:33.000 --> 00:34:42.000
\nI do try to introduce them to great people, but I don't make them hang around with me.<\/p>\n
00:34:42.000 --> 00:34:52.000
\nSo Jeff P says he wants someone to take them through the whole process of discovery, design, and implementation that'd be good, too.<\/p>\n
00:34:52.000 --> 00:34:57.000
\nThat would sort of bring the whole set of features together. Norbert, yesterday.<\/p>\n
00:34:57.000 --> 00:35:01.000
\nHow do you obtain knowledge? Reading, visual audio, interpersonal?<\/p>\n
00:35:01.000 --> 00:35:10.000
\nThat's good to know, too, because, as you're moving forward, you you can direct their learning in that in that way.<\/p>\n
00:35:10.000 --> 00:35:11.000
\nMake sure that you're offering them appropriate materials.<\/p>\n
00:35:11.000 --> 00:35:20.000
\nYou're right. Not everybody learns in the same way, for sure I'm a reading person, and in my Msp.<\/p>\n
00:35:20.000 --> 00:35:23.000
\nWe have one other meeting person. Everybody else is video and hands-on type. People.<\/p>\n
00:35:23.000 --> 00:35:35.000
\nAnd you find that a lot in it. But for me I'm able to read it and turn it immediately into into knowledge and action.<\/p>\n
00:35:35.000 --> 00:35:39.000
\nBut we're not. Everyone is like this.<\/p>\n
00:35:39.000 --> 00:35:45.000
\nScott asked him if they like to read. I like to read Scott.<\/p>\n
00:35:45.000 --> 00:35:51.000
\nNo, not everybody does so. So, Travis, tell me about your home lab.<\/p>\n
00:35:51.000 --> 00:36:08.000
\nI love that question. I had to give up asking it, though, because so few people have home labs these days, it's really disappointing to me that the home lab has kind of faded away.<\/p>\n
00:36:08.000 --> 00:36:13.000
\nAnd we see there was another one in here. Anyway, we'll take.<\/p>\n
00:36:13.000 --> 00:36:18.000
\nWe'll take a look at those later. Let's move forward in our our presentation here.<\/p>\n
00:36:18.000 --> 00:36:24.000
\nThanks for your participation. I appreciate the the stuff in the chats.<\/p>\n
00:36:24.000 --> 00:36:30.000
\nSo the last drawback to the self managing employees that they hate to be managed right.<\/p>\n
00:36:30.000 --> 00:36:51.000
\nI mentioned ae to be managed, so, instead of managing them all we have to really do is support them so that they can become better versions of the person that they already are right, we hired them, because of who they are now we just need to support that person, we have to assume<\/p>\n
00:36:51.000 --> 00:37:03.000
\nthat the perfect person just isn't good enough. We will try to get someone close to our ideal as possible through the interview process, using the questions that I came up with.<\/p>\n
00:37:03.000 --> 00:37:08.000
\nAnd you came up with. But we have to realize that we're never gonna get the perfect employee.<\/p>\n
00:37:08.000 --> 00:37:16.000
\nMy accountant once gave me some really great advice. He said, if you get an employee, that's 80% of who you are, then that's a keeper.<\/p>\n
00:37:16.000 --> 00:37:26.000
\nAnd I try to keep this in mind when interviewing, so that and when, having employees so that when I get frustrated with someone, I think to myself, are they 80% of the way there?<\/p>\n
00:37:26.000 --> 00:37:31.000
\nRight. I mean that 80 20 rule. It's it's like a rule.<\/p>\n
00:37:31.000 --> 00:37:34.000
\nIt applies to so many things. It's such a great benchmark.<\/p>\n
00:37:34.000 --> 00:37:38.000
\nIt's amazing how many things that applies but twice here as well.<\/p>\n
00:37:38.000 --> 00:37:42.000
\nEvery employee is gonna be missing something that we consider important.<\/p>\n
00:37:42.000 --> 00:37:46.000
\nSo we might not get every person to become the perfect employee.<\/p>\n
00:37:46.000 --> 00:37:51.000
\nBut we can get them closer and we can do that through cultivation.<\/p>\n
00:37:51.000 --> 00:38:00.000
\nCultivation means growing. So we're gonna grow. Our employees in such a way that it gets them closer to our ideal. Alright.<\/p>\n
00:38:00.000 --> 00:38:05.000
\nSo let's dive into that a bit.<\/p>\n
00:38:05.000 --> 00:38:13.000
\nWe have things we can change, and things we cannot change. And most of the things we cannot change are the things that we're looking for.<\/p>\n
00:38:13.000 --> 00:38:22.000
\nUnfortunately. Oh, in this process we have to recognize that right. We've already talked about how to cultivate the self managing employee.<\/p>\n
00:38:22.000 --> 00:38:33.000
\nReally in our discussion so far, if we think back, the cultivation is about filling those shortcomings that every person has, because no one's perfect.<\/p>\n
00:38:33.000 --> 00:38:39.000
\nSo we already know that the 4 traits of the self managing employee are that they're very organized.<\/p>\n
00:38:39.000 --> 00:38:43.000
\nThey seek responsibility, they work independently, and they love to learn if we have an employee.<\/p>\n
00:38:43.000 --> 00:38:49.000
\nThat's deficient in one of those areas. How do we help them grow?<\/p>\n
00:38:49.000 --> 00:39:00.000
\nWe're gonna take opportunities to use. There's skills that they do have an improvement in improve upon those.<\/p>\n
00:39:00.000 --> 00:39:03.000
\nBecause I think that growing a person's innate.<\/p>\n
00:39:03.000 --> 00:39:08.000
\nMy friends is going to lift them up right? So let's take a look at these.<\/p>\n
00:39:08.000 --> 00:39:22.000
\nIf we have to cultivate or organization. I think that growing a person's innate organization skills are the toughest of the 4 to cultivate.<\/p>\n
00:39:22.000 --> 00:39:27.000
\nOrganization in this context that we're using, it means the ability to keep track of what's going on.<\/p>\n
00:39:27.000 --> 00:39:33.000
\nWhat has to be done? I have a few ideas of how we can help a person learned to be more organized.<\/p>\n
00:39:33.000 --> 00:39:43.000
\nI would like to know what your ideas are, so put them in the chat, and let's use our collected brains so to cultivate your organization here's a few months right?<\/p>\n
00:39:43.000 --> 00:39:46.000
\nWe can suggest the use of the calendar works for me might work for them.<\/p>\n
00:39:46.000 --> 00:39:51.000
\nMight not, but it might right, not everybody's the same.<\/p>\n
00:39:51.000 --> 00:39:58.000
\nBut we have to make suggestions on how to help make a list of must-do's.<\/p>\n
00:39:58.000 --> 00:40:04.000
\nThis suggestion does not work for me, but it works for a lot of other people.<\/p>\n
00:40:04.000 --> 00:40:09.000
\nSo I recognize that I hate a list. A list exactlys me.<\/p>\n
00:40:09.000 --> 00:40:18.000
\nIf I see a list. I just know that I can never accomplish all those things, and I just feel that it drains energy out of me.<\/p>\n
00:40:18.000 --> 00:40:28.000
\nBut if I make a just a short list of the one or 2 must do things that I, you know, have to show up to date, too.<\/p>\n
00:40:28.000 --> 00:40:35.000
\nThen I'm good with that. But if I make a long list I can't deal with other people.<\/p>\n
00:40:35.000 --> 00:40:38.000
\nLove lists they have love lists, and they love lists, lists. So they.<\/p>\n
00:40:38.000 --> 00:40:44.000
\nThat's how they track whatever works. I'm all for it.<\/p>\n
00:40:44.000 --> 00:40:45.000
\nSkill training on prioritization. There's some great.<\/p>\n
00:40:45.000 --> 00:40:54.000
\nThe free business skill training out there on on the Internet, as we all know from being an it.<\/p>\n
00:40:54.000 --> 00:40:59.000
\nThere's amazing training that you can find out there on the Internet for free or very low cost.<\/p>\n
00:40:59.000 --> 00:41:02.000
\nPrioritization is something that a lot of people struggle with.<\/p>\n
00:41:02.000 --> 00:41:09.000
\nSo so getting some, you know, getting some skill training on that can be very helpful.<\/p>\n
00:41:09.000 --> 00:41:10.000
\nA morning meetup is something is something that we do in by Msp. During pandemic.<\/p>\n
00:41:10.000 --> 00:41:21.000
\nWhenever, everyone was a little panicked and scattered brains, we did it every day, but we actually do it every week now.<\/p>\n
00:41:21.000 --> 00:41:25.000
\nSo they talk about, you know, once a week. What's your priority?<\/p>\n
00:41:25.000 --> 00:41:29.000
\nRight. And then we build the culture of documentation as well.<\/p>\n
00:41:29.000 --> 00:41:35.000
\nThat's really super important. So that is not their personal organization.<\/p>\n
00:41:35.000 --> 00:41:39.000
\nBut it's corporate organizations. We want that to expand it right?<\/p>\n
00:41:39.000 --> 00:41:51.000
\nIf they are personally organized, the corporation will become organized, and then I've been seeing the chat window fly by. So I know that you guys got some great questions in here.<\/p>\n
00:41:51.000 --> 00:41:57.000
\nOkay. Carl says you'll be lucky if you accomplish 3 things in your list one day.<\/p>\n
00:41:57.000 --> 00:42:05.000
\nSo just make a list of 3 items. That's a great idea.<\/p>\n
00:42:05.000 --> 00:42:18.000
\nNorbert, asking yet another question, that I will. I'll deal with at the end, because it's about problems with independence in getting them getting them off of a problem that they they might get stuck on.<\/p>\n
00:42:18.000 --> 00:42:23.000
\nSo I'll talk about that in the beginning. How I how I deal with, how I deal with that!<\/p>\n
00:42:23.000 --> 00:42:37.000
\nSo thanks for thanks for thanks for questions and suggestions let's look at the next feature, responsibility.<\/p>\n
00:42:37.000 --> 00:42:52.000
\nHow about cultivating responsibility? Be sure to put your ideas in the chat again, of how you would improve the responsibility of an employee that you've hired but some people do not naturally gravitate to responsibility.<\/p>\n
00:42:52.000 --> 00:43:08.000
\nI run into people that will do all the work, but do not want to be the person designated as being in charge, because they don't want to get blamed if they're sensitive about rejection is kind of what I've decided is the easy way to describe it.<\/p>\n
00:43:08.000 --> 00:43:14.000
\nAnd this would come from their upbringing, or it could be a terrible experience with previous employers.<\/p>\n
00:43:14.000 --> 00:43:25.000
\nWhatever the cause, we need to find a way past it, because self-maging employees are great at being the person that takes on new challenges without being asked.<\/p>\n
00:43:25.000 --> 00:43:41.000
\nSo being in charge was a position that I always found myself in, I would constantly find myself in a position of authority and responsibility, and I would, you know I would sort of like be, you know, have why, me right?<\/p>\n
00:43:41.000 --> 00:43:50.000
\nWhy do I have to do this? And my father would say to me, Let's because cream noise rises to the top, and and that was an awesome, positive response.<\/p>\n
00:43:50.000 --> 00:43:57.000
\nBecause what am I gonna say to that like there's nothing I can do about that, because I'm the cream.<\/p>\n
00:43:57.000 --> 00:43:59.000
\nI'm great. I'm the most awesome person.<\/p>\n
00:43:59.000 --> 00:44:03.000
\nI guess it's I guess it's what I have to do.<\/p>\n
00:44:03.000 --> 00:44:13.000
\nSo we need our employees to embrace their greatness, to if their parents didn't instill it into them or their previous employer broke it, for whatever reason it's now our job to fix it.<\/p>\n
00:44:13.000 --> 00:44:19.000
\nWe need them to have the confidence to put themselves into positions of responsibility.<\/p>\n
00:44:19.000 --> 00:44:31.000
\nSo I'll give them projects that we know they're going to be successful at when the project is done, and then we'll praise the heck out of it and them right last for progress.<\/p>\n
00:44:31.000 --> 00:44:35.000
\nReports, and then we'll praise the progress toward that goal.<\/p>\n
00:44:35.000 --> 00:44:39.000
\nAnd when people have success they will want to do that thing again.<\/p>\n
00:44:39.000 --> 00:44:44.000
\nIt will take more than a single success. But over time we can help them.<\/p>\n
00:44:44.000 --> 00:44:56.000
\nWant to take responsibility, because when they do that at work it's always a good experience for them.<\/p>\n
00:44:56.000 --> 00:45:01.000
\nSo if you guys have any, so you're getting some more on organization which is awesome, we'll talk about those at the end.<\/p>\n
00:45:01.000 --> 00:45:13.000
\nWe'll get few more of those things in. But if you have ideas on cultivating responsibility, besides the one that I had, please share it in the chat window.<\/p>\n
00:45:13.000 --> 00:45:25.000
\nI know I'm gonna talk about cultivating independence, but if independence is what's lacking in in our employee, one of the 4 features wait.<\/p>\n
00:45:25.000 --> 00:45:28.000
\nIt's then we have to work on it.<\/p>\n
00:45:28.000 --> 00:45:35.000
\nIt's absolutely critical. As the manager. We never have to go forth with confidence and to take on the world without waiting to see what everyone else is doing.<\/p>\n
00:45:35.000 --> 00:45:44.000
\nWe're waiting to be told what to do. This is the most difficult one for me, and probably results honestly in the person not being a good fit.<\/p>\n
00:45:44.000 --> 00:46:07.000
\nBut we can talk. I find that taking them along to meetings with the client and deferring some of the questions to them, can help develop their sense of independence right when their advice is taken up and they take responsibility for the implementation, then they begin to feel confident that they can see and implement solutions and that helps cultivate<\/p>\n
00:46:07.000 --> 00:46:16.000
\ntheir independence, right? So to get to that point, we need to make sure that they understand our solution, set our position on new solutions and problems.<\/p>\n
00:46:16.000 --> 00:46:21.000
\nOur clients encounter, and then we need to build them up in the eyes of the clients.<\/p>\n
00:46:21.000 --> 00:46:28.000
\nI find that many times previous employers have worked to train Independents out of their staff, and they see it as a problem.<\/p>\n
00:46:28.000 --> 00:46:30.000
\nWell, I see as an advantage but the key is making sure that they understand the balance between acting alone and acting independently.<\/p>\n
00:46:30.000 --> 00:46:42.000
\nIt's different a loner is a loner and doesn't appreciate that they're representing your business.<\/p>\n
00:46:42.000 --> 00:46:54.000
\nAn independent person sees a problem, makes a recommendation that is consistent with the business that she represents.<\/p>\n
00:46:54.000 --> 00:47:00.000
\nAlright. So would really like your input on how else we can cultivate independence.<\/p>\n
00:47:00.000 --> 00:47:04.000
\nI have not. As I said, this is the toughest one for me.<\/p>\n
00:47:04.000 --> 00:47:15.000
\nI've not always successful in this. So if you have some ideas, please share with all of us.<\/p>\n
00:47:15.000 --> 00:47:21.000
\nAlright! Our last feature is cultivating learning, if learning is their deficiency.<\/p>\n
00:47:21.000 --> 00:47:29.000
\nThis is, I think, probably the easiest one to cultivate, although I've had some employees resist very strongly, and when they do it's usually a fear of failure. Right?<\/p>\n
00:47:29.000 --> 00:47:41.000
\nCause in my in when I have my employees learn, I want them to culminate that in certification, right and it's fear, failure.<\/p>\n
00:47:41.000 --> 00:47:52.000
\nWhat if I don't pass so I found a few solutions right so to kick off a new learning past that all the staff needs to know we do it as a group activity right?<\/p>\n
00:47:52.000 --> 00:47:59.000
\nAnd then, as each person passes the exam, for that thing, we celebrate right?<\/p>\n
00:47:59.000 --> 00:48:07.000
\nSo from there everyone can then move along and to their individual exam pass that might branch out from that.<\/p>\n
00:48:07.000 --> 00:48:13.000
\nSo before they get to the exam, though we do do a brainstorming session on how to pass the exam.<\/p>\n
00:48:13.000 --> 00:48:27.000
\nThe biggest trip up for smart people is overthinking the question or not answering the question, which is almost always very narrowly asked, but instead they see it as part of a larger solution set and want to answer it that way.<\/p>\n
00:48:27.000 --> 00:48:42.000
\nBut exam questions are almost never like that. So we have to teach people how to take exams, because I find that that's the biggest failure you find some really smart people, and they're like, I know, all this stuff.<\/p>\n
00:48:42.000 --> 00:48:45.000
\nI've got all this, but I'm really bad test taker.<\/p>\n
00:48:45.000 --> 00:48:52.000
\nSo that's a problem we can solve. Everyone can learn how to take an exam.<\/p>\n
00:48:52.000 --> 00:49:01.000
\nBut what if they fail? We never want to make a big deal about failure to pass an exam.<\/p>\n
00:49:01.000 --> 00:49:13.000
\nIn fact, my personal technique for passing is is in studying, for exam is to first take the exam, then go study, then take the exam to pass it right.<\/p>\n
00:49:13.000 --> 00:49:14.000
\nIt's like, first, I wanna know what the exam looks like and what's on it.<\/p>\n
00:49:14.000 --> 00:49:23.000
\nThen I go study. Then I take it again where I'm probably gonna pass it the second time.<\/p>\n
00:49:23.000 --> 00:49:28.000
\nSo? What if they fail? We don't wanna make a big deal about it right?<\/p>\n
00:49:28.000 --> 00:49:29.000
\nWe meet with them to debrief. What were they weekend?<\/p>\n
00:49:29.000 --> 00:49:35.000
\nBecause when you do the exams they'll tell you what areas we let them vent.<\/p>\n
00:49:35.000 --> 00:49:38.000
\nYou know, whining complain about the exam wasn't consistent.<\/p>\n
00:49:38.000 --> 00:49:39.000
\nThey don't think this was the answer. They think that was the answer.<\/p>\n
00:49:39.000 --> 00:49:49.000
\nAll that stuff, and I always signed. I always then give them a different study source, like well, that material didn't work for you.<\/p>\n
00:49:49.000 --> 00:49:50.000
\nLet's try plural. Sit right, let's and I buy them a subscription for that.<\/p>\n
00:49:50.000 --> 00:49:59.000
\nLet them let them do it that way, and of course we have to celebrate every 6.<\/p>\n
00:49:59.000 --> 00:50:07.000
\nWe make a big deal about it in front of everyone, and I'm talking, not talking about expensive, just visible.<\/p>\n
00:50:07.000 --> 00:50:15.000
\nSo if you have some other ideas on how to cultivate learning, please go ahead and share those in the chat with us.<\/p>\n
00:50:15.000 --> 00:50:24.000
\nSo praise. I've talked a lot about in these last couple of things, about how important it is to praise everybody and do it a lot.<\/p>\n
00:50:24.000 --> 00:50:29.000
\nAnd this is off topic a little bit. But I wanna explain how how we do this.<\/p>\n
00:50:29.000 --> 00:50:38.000
\nIt takes several forms, but it must be public right developing a culture of praise is key to employee.<\/p>\n
00:50:38.000 --> 00:50:43.000
\nHappiness. We use the free praise app in teams right?<\/p>\n
00:50:43.000 --> 00:51:00.000
\nManagement uses it, but also staff uses it. They praise each other for helping them with the problem or answering a question or taking a help desk, help desk, call from one of one of their clients while they are on site with another client.<\/p>\n
00:51:00.000 --> 00:51:03.000
\nAnother option are programs that give employees a budget.<\/p>\n
00:51:03.000 --> 00:51:18.000
\nWhich they can spend, to think each other with if they can't spend it on themselves, but they can use it to buy someone a Starbucks gift card, a pizza, some candy, a t-shirt, whatever the small thing is to think their coworker for going above and beyond what was<\/p>\n
00:51:18.000 --> 00:51:24.000
\nnecessary, and then we also developed hashtags, and everybody gets one in their do you like Steve?<\/p>\n
00:51:24.000 --> 00:51:27.000
\nBe like Bosky. Be like Ted, be like Aimee right?<\/p>\n
00:51:27.000 --> 00:51:29.000
\nAnd we put those into the whenever we're you know, it, just a little minor.<\/p>\n
00:51:29.000 --> 00:51:38.000
\nThank you right. We just it'll go into teams like, Hey, thanks for taking that call.<\/p>\n
00:51:38.000 --> 00:51:46.000
\nHashtag be like Steve. Right and so it's just noted when someone made the right decision and someone participated.<\/p>\n
00:51:46.000 --> 00:52:00.000
\nAlso, if someone says something nice about our company or an individual, we post that into teams to, we make sure that everybody is embracing that culture of praise and and gratitude.<\/p>\n
00:52:00.000 --> 00:52:06.000
\nWell, that's wrap, and these are my techniques for cultivating the self managing employee.<\/p>\n
00:52:06.000 --> 00:52:12.000
\nI love seeing my staff work as professionals doing the thing they love, and being amazing at it.<\/p>\n
00:52:12.000 --> 00:52:16.000
\nAnd it's my job to make sure sure that that bloom, said.<\/p>\n
00:52:16.000 --> 00:52:23.000
\nI have the right environment for that to happen, and hope you enjoyed our time together.<\/p>\n
00:52:23.000 --> 00:52:27.000
\nI'll be round for as long as is needed. In the chat window.<\/p>\n
00:52:27.000 --> 00:52:31.000
\nSo thank you for today.<\/p>\n
00:52:31.000 --> 00:52:36.000
\nExcellent. Well, thank you very much. Excuse me.<\/p>\n
00:52:36.000 --> 00:52:38.000
\nSo Anne is here. I don't know if she wants to hop on or not, but I really appreciate that.<\/p>\n
00:52:38.000 --> 00:53:02.000
\nAnd one of the comments which you didn't read was that you, your presentation, made the made the conference worth the money they spent, so I always let me see if I can figure out how to get rid of your video.<\/p>\n
00:53:02.000 --> 00:53:03.000
\nI did stop sharing. I'm trying to figure out how to turn my video back on that. I don't see.<\/p>\n
00:53:03.000 --> 00:53:12.000
\nI mean you're you're sharing.<\/p>\n
00:53:12.000 --> 00:53:13.000
\nI don't know.<\/p>\n
00:53:13.000 --> 00:53:18.000
\nNo, no, I can't figure out how to turn my video back on oh, it went to a toolbar.<\/p>\n
00:53:18.000 --> 00:53:20.000
\nThat's what happened. Stop! Share! Here we go! Hey!<\/p>\n
00:53:20.000 --> 00:53:30.000
\nThere we go, and Anne is here. Polly says, tanks Amy from Germany, so.<\/p>\n
00:53:30.000 --> 00:53:34.000
\nGood to hear from me. Ali.<\/p>\n
00:53:34.000 --> 00:53:44.000
\nI think he wrote<\/p>\n
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