Valuetainment - December 18, 2019


Episode 403： How To Retain Your Best Employees


Episode Stats

Length

19 minutes

Words per Minute

218.15329

Word Count

4,311

Sentence Count

412

Misogynist Sentences

4

Hate Speech Sentences

3


Summary

10 things you can do as an employer to retain your best employees. 3 million employees quit every single month in America. 1 in 4 of them are because they don't have a good boss. Bad boss performance makes employees 4 times more likely to quit.


Transcript

00:00:00.000 30 seconds. One time for the underdog. Ignition sequence start. Let me see you put them up. Reach the sky, turn the stars up above. Cause it's one time for the underdog. One time for the underdog.
00:00:17.260 I'm Patrick Bedevi, your host of Valuetain, and today it's a simple topic. We're going to talk about how you, running your company, can retain your best employees.
00:00:24.600 Okay, so before I give you 10 things you can do as an employer to retain employees, let's first talk about some stats having to do with retention.
00:00:31.820 Here's what we got. First one I've already shared with you, 3 million employees quit every single month in America.
00:00:37.140 Number two, cost of replacing a well-trained employee. Meaning, here's Bobby. He's been with me three years. I've trained him. He knows what he's doing.
00:00:44.220 He makes $75,000 per year. If I want to replace Bobby, it's going to cost me exceeding 200% of his salary just to replace him.
00:00:55.320 Meaning, I replace Bobby with Jackie. I have to spend $150,000 on top of Jackie's salary. That's how much a highly trained employee cost is if you replace him.
00:01:06.120 Number three, employees who are engaged and thriving are 59% less likely to look for a job with a different organization in the next 12 months.
00:01:15.060 Meaning what? If I'm engaged, hey, you got me going with a project. What are we working over here? And I'm thriving. I'm going to the next level. Good things are happening.
00:01:21.940 59% less likely going on jobs.com and looking for another job.
00:01:25.300 And last but not least, very important because we're going to talk about it later on today.
00:01:28.380 Bad boss performance makes employees four times more likely to quit. One more time.
00:01:36.040 Bad boss performance makes employees four times more likely to quit.
00:01:39.420 So what does bad boss performance mean?
00:01:41.200 Maybe you got somebody that's working with your guys. He is not a good boss. She is not a good boss.
00:01:46.820 And everybody on the team are quitting because it's bad boss.
00:01:50.480 The bad boss is not leading their people properly. We're going to talk about that here in a minute.
00:01:53.920 Second thing to talk about here is distractions of you, the boss, you, the employer, you, the CEO, distractions of retaining employees today.
00:02:02.680 The first one is a great economy. Whenever economy is doing very good, it's hard to retain people. Why?
00:02:08.760 Because everybody goes shopping with their resume.
00:02:12.080 Hey, I make $72,000 a year here. Can you give me $80,000?
00:02:14.740 Hey, I make $68,000 a year. You give me $75,000, I'll come to you.
00:02:17.980 Hey, I make $85,000. You give me $6,000 because I'm coming to you.
00:02:20.460 So they're shopping because it's a great economy. Companies have cash.
00:02:24.220 It's a great time to go shop your resume.
00:02:26.280 So it becomes tough to retain people.
00:02:27.780 Number two is not speaking the language of the new generation.
00:02:31.120 So imagine as everybody's getting older, CEO's going from 25, 30, 35, 40, 45, 50.
00:02:37.380 As he's 50, he knows how to speak the 40-year-old language, 45, 50, 55, 60.
00:02:44.060 But maybe he doesn't know how to speak the 22-year-old language or 28 or 33.
00:02:47.480 So if you don't learn how to adjust with the language, retention goes down because you don't know how to speak that language.
00:02:53.060 You've got to learn the language they speak.
00:02:54.640 And when I say language, I'm not talking about like Mandarin or Spanish.
00:02:58.140 I'm talking about the language, the interest of that generation.
00:03:01.480 Next, social media.
00:03:03.260 Next, side gigs.
00:03:04.560 If I'm working for you and I got a side gig making $6,000 a month or $3,000 a month or $5,000 a month, the threat of losing my job is no longer at the level of 99.
00:03:15.340 Oh my gosh, I don't want to make my boss smile.
00:03:17.800 What if I lose him because that person's got a side gig?
00:03:19.900 You want to fire me?
00:03:20.640 No problem.
00:03:21.020 I'm making $5,000 a month part-time.
00:03:22.920 That's another enemy that people are facing today.
00:03:24.720 Last but not least, it's competition.
00:03:26.640 There's a lot of companies today that if you don't do your part as a company, you can lose employees to your competitor because they're doing a better job retaining people than you are.
00:03:34.500 The whole proposition they have is better than you.
00:03:36.820 So those are some of the things you're facing.
00:03:39.120 Retention and some of the distractions in the marketplace.
00:03:41.780 Now, 10 things you can do to retain employees.
00:03:44.360 Number one, build stronger mid-level management.
00:03:48.120 What am I talking about?
00:03:49.040 So let's look at this.
00:03:49.880 The CEO has the CFO, has the director, has the employees that report to their director, right?
00:03:56.260 Many times, if you're the CEO, let's just say you're a good CEO, you hire a CFO, and the CFO comes from a place that's pretty organized, was with a former company for 15 years.
00:04:05.040 Somehow, somewhat, you're able to persuade him to come and be your CFO.
00:04:08.420 Then he brings middle management.
00:04:10.460 The challenge with losing employees is the director or the VP, whoever's at this level, isn't properly trained on how to deal with employees and their team members, and they're losing people.
00:04:23.820 But you don't know why you're losing people, because mid-level management needs some help.
00:04:28.680 So you have to focus on mid-level management.
00:04:30.920 Now, what do you do with this?
00:04:31.860 We'll talk about that here in a minute.
00:04:33.040 Number two is recruiting people that match your culture.
00:04:36.920 I have many times found somebody who I looked at this guy.
00:04:40.800 There was one guy I recruited.
00:04:41.720 I'm like, oh my gosh, this guy's a beast.
00:04:43.900 He's absolutely incredible.
00:04:46.120 I wish he would work with us, but he wouldn't.
00:04:48.780 This was many, many years ago.
00:04:50.700 He wouldn't because our culture doesn't fit his personality, and his personality doesn't fit our culture.
00:04:57.920 If I try to force him into our culture, it's just not going to work out.
00:05:00.740 So I recommend him in another company.
00:05:02.660 He went, very happy, did good for himself.
00:05:05.040 Here's what it was, our culture.
00:05:06.880 Let's just say he has a family environment.
00:05:08.380 What's a family culture?
00:05:09.320 Hey, we kind of run together as family.
00:05:11.820 You know, it's a very caring environment.
00:05:13.700 Hey, Bobby, how you doing?
00:05:14.840 How's family?
00:05:15.300 How's everybody?
00:05:16.200 Great.
00:05:16.580 Number two is flexible.
00:05:17.720 We're flexible.
00:05:18.800 You want to come in at 8.30?
00:05:19.800 It's cool.
00:05:20.240 As long as you get the job done, it's going to be fine.
00:05:22.580 We have a very competitive.
00:05:24.340 If you're on time, you're late.
00:05:26.360 If it's 8 o'clock, you've got to be here by 7.55, maybe 7.30.
00:05:29.880 What are you doing leaving early?
00:05:30.900 You've got to stay a little later.
00:05:31.820 That's a competitive environment, right?
00:05:33.360 A lot of Silicon Valley, some of the financial industry, some of the sales businesses,
00:05:37.160 got to be very competitive to make it, right?
00:05:39.480 Next one is hierarchy.
00:05:41.200 Any reason why you came into my office?
00:05:43.040 Do you know who I am?
00:05:44.240 Do you realize I run the department here?
00:05:46.140 Have you spoken to your director yet?
00:05:47.960 Please don't come to my office again, unless if you speak to your director.
00:05:51.060 His name is Bobby Jones.
00:05:52.240 Go talk to Bobby Jones.
00:05:53.240 Don't come to me again.
00:05:54.400 Thank you.
00:05:55.100 Thank you.
00:05:55.560 Please get the door behind you.
00:05:57.360 Thank you.
00:05:58.160 Great job, by the way, on your project last month.
00:06:00.700 That's hierarchy.
00:06:01.420 Now, there are multi, multi-billion dollar companies out there that run on different kind
00:06:07.000 of cultures.
00:06:07.960 But we're talking about retaining people to your company, right?
00:06:10.960 If you force somebody that doesn't fit into your culture, you're going to lose them.
00:06:14.640 And not only are you going to lose them, you're going to frustrate them.
00:06:17.160 More importantly, you're going to frustrate yourself.
00:06:18.840 So you've got to ask yourself, what is our culture?
00:06:21.700 Ask the right question of the people you're recruiting that fit into your culture, then
00:06:25.740 say, this could possibly work.
00:06:27.720 Don't force people into your culture.
00:06:29.360 It's going to be disastrous.
00:06:30.340 Number three, hire the best or have the best leadership development program.
00:06:34.880 Let me explain to you.
00:06:35.540 For instance, if I automatically can't afford, I have money, you have resources, you've got
00:06:39.400 money saved.
00:06:40.400 If you can't afford to go hire the best, go hire the best.
00:06:43.520 If the difference is $140 gets you one of the best, but $220 gets you the best on top
00:06:50.920 of the world, that additional $80,000 you're going to make up in a return that person's
00:06:55.040 going to bring to the company.
00:06:56.260 Don't be cheap in that place.
00:06:57.660 If you know this person is the best in every possible way, go hire the best.
00:07:02.920 Now, you may not be able to afford it.
00:07:04.540 If you can't afford to hire the best, you've got to have a strong leadership development
00:07:08.760 program to be able to take somebody from a $42,000 to $82,000 person to $113,000 to $173,000
00:07:16.140 because you're developing their identity based on the leadership program that you have.
00:07:20.140 So now, when we say this, here's what I do.
00:07:22.800 Whether it's sales, okay, whether it's home office, whether it's support, whether it's
00:07:28.600 directors, whether it's executive, whether it's carriers, partners, no matter who I'm
00:07:32.420 working with, I always look around and I say, okay, who fits the culture the best?
00:07:38.560 This guy does.
00:07:39.800 He's bought it.
00:07:40.620 He's a true believer.
00:07:41.440 He's a worker.
00:07:42.540 He gets it.
00:07:43.580 He's a great student.
00:07:44.640 He's coachable, strong character.
00:07:46.620 I trust him.
00:07:47.580 Integrity, competencies there.
00:07:49.760 I like this person.
00:07:50.660 But I am locking onto this person to shape their mindset and I'm putting 90% of my time
00:07:55.940 to develop this person because if this person comes here, now I'm retaining employees.
00:08:00.740 So what if I move him up and he becomes a leader?
00:08:02.640 I don't have to not worry about it because he already knows the psychology beyond how to
00:08:05.860 work with people.
00:08:06.820 And as the person moves up within the company, I'm not too worried because I developed them
00:08:10.980 the right way.
00:08:11.820 So again, if you can afford to hire the best, go over pay to get hired the best.
00:08:16.100 But if you can't, create an incredible leadership development system where, you know, people
00:08:21.520 who come through your model, your company, they move up.
00:08:24.000 Next.
00:08:24.680 Number four, empower them to make decisions.
00:08:27.200 What does this mean?
00:08:28.300 It could be different levels of decisions you got to make.
00:08:30.740 Well, you can get back on that person with an email.
00:08:32.980 If somebody asks a question on this level, you can just get back to me.
00:08:35.520 You don't need my approval.
00:08:36.800 You know, if it comes down to money, you're a director, you can spend up to $10,000.
00:08:40.560 We're just needing a signature, but it's you.
00:08:42.120 If it's $100,000 CFO, you can do it yourself.
00:08:45.280 If it's a half a million dollar, the CEO can make the decision himself, not needing the
00:08:48.620 board.
00:08:49.120 And anything above the half a million dollars, board makes the decision.
00:08:51.940 It's a $5 million investment, we need the board's approval.
00:08:54.540 If it's a $50 million investment, we need the board's approval.
00:08:57.240 But find a way to empower them for decisions where employees are sitting there saying, I'm
00:09:01.900 not just having somebody hover over me 24-7 where I feel like I can't do anything.
00:09:05.720 Give them the flexibility and empower them to make some decisions.
00:09:08.300 They will feel more ownership and the fact that you trust them, they move up, they do
00:09:11.900 better.
00:09:12.720 Number five, match qualities needed based on department.
00:09:16.940 Meaning, I've hired people and I've put them in a certain department where I watch them and
00:09:21.180 I say, man, this is not going to work out with the quality this person has.
00:09:23.600 He's too aggressive.
00:09:25.320 Way too aggressive.
00:09:27.440 The department you're a part of is customer service.
00:09:30.720 Hi, thank you for calling, you know, such and such.
00:09:33.400 How may I help you?
00:09:34.200 Oh, that's no problem, Mr. Jones, I'm here to help you out.
00:09:38.800 So, can you share with me this information, please?
00:09:40.920 I totally understand your frustration.
00:09:42.520 I apologize about that.
00:09:44.140 I'd be more than happy to help you out.
00:09:45.900 Can you tell me a little bit more about this part?
00:09:47.920 Are you on the website?
00:09:48.940 Do you have the phone with you?
00:09:50.300 Great.
00:09:50.920 Look, Mr. Jones, I'm here to help you out.
00:09:52.900 Right?
00:09:53.320 Very accommodating.
00:09:54.620 What a great personality, right?
00:09:56.280 Now, imagine you put your type A personalities to do customer service.
00:09:59.780 Yes, what's up, Mr. Jones?
00:10:01.400 How you doing?
00:10:01.900 Yeah, yeah.
00:10:02.180 Oh, okay, yeah, okay, cut them off, cut them off, cut them off.
00:10:05.400 Yeah, okay, I mean, what's the big deal?
00:10:06.660 Everybody has problems nowadays with customer service.
00:10:08.680 Well, why?
00:10:09.220 Yeah, I mean, I get it, but, and then, boom.
00:10:11.320 It's like, whoa, whoa, whoa, whoa, whoa, whoa, whoa, whoa, whoa.
00:10:12.700 Buddy, it's a different strength.
00:10:14.660 You may be competitive.
00:10:15.540 You've got to work in a different department, but you've got to be behind the scenes.
00:10:18.340 Many times I'll go to a restaurant, and I'll tell Mario, I say, that guy, hostess, not a hostess.
00:10:23.460 That guy needs to be behind the scenes.
00:10:24.740 You can't be in the front touching customers.
00:10:26.400 He's a terrible hostess.
00:10:27.440 You ever met hostess that are like this?
00:10:29.600 Yes, what's your name?
00:10:30.380 What time did you have a reservation?
00:10:32.740 Okay, hang on.
00:10:33.900 7 p.m.?
00:10:34.660 Okay, hang on.
00:10:35.440 We'll get to you in a minute.
00:10:36.740 That's not a hostess, but that person can be better in a different place.
00:10:40.580 That person cannot be the first person shaking hands, right?
00:10:43.020 So you've got to make sure you're positioning people with qualities that match the departments.
00:10:47.660 And if it doesn't match, you've got to let them go.
00:10:49.500 But matching the department.
00:10:50.560 Number six, ask who they want to be.
00:10:52.980 Today, on a conference call I'm doing, one of my guys asked me a question saying,
00:10:58.040 how do you get the most out of people?
00:11:00.940 I said, what do you mean?
00:11:02.140 Tell me more.
00:11:02.600 So he starts telling me, well, I can't get a certain group of people in my office to get
00:11:07.300 excited.
00:11:07.980 What do I do to get them excited?
00:11:09.280 I said, let me ask you a question.
00:11:10.300 He says, what's that?
00:11:11.480 I said, where do you want to be by next September 2020 at our annual convention at MGM Grand Arena?
00:11:19.180 We do this once here.
00:11:19.960 The last one we did, we had President Bush and Kobe Bryant there, Jordan Peterson, all these
00:11:23.640 guys.
00:11:24.100 Next one's going to be MGM Grand Arena.
00:11:25.880 Where do you want to be by then?
00:11:27.100 And he says, well, I'd like to be at such and such place.
00:11:29.960 His wife is also on the phone.
00:11:31.100 I said, okay, what level would you like to be?
00:11:33.960 What would you like to be recognized for?
00:11:36.080 What are some things you'd like to experience for yourself?
00:11:38.140 And then he starts asking, saying all this stuff.
00:11:40.240 I said, what things will you reward yourself with if you reach those milestones?
00:11:45.500 What selfish ways are you going to reward yourself?
00:11:47.340 And he started talking.
00:11:48.220 He got excited.
00:11:48.960 And then at the end, five minutes of me going through these questions with him, I said,
00:11:53.140 do you remember what question you asked me?
00:11:56.340 He says, no.
00:11:57.520 What was the question?
00:11:58.760 I said, you asked me a question.
00:12:00.460 How to get your people to move and how you can motivate them.
00:12:05.300 I said, do you realize what I just did to you is what you got to do to your people?
00:12:09.020 He says, I never thought about it that way.
00:12:10.940 I said, how do you feel right now?
00:12:11.900 You feel excited?
00:12:12.440 He said, man, I'm so excited.
00:12:14.140 I said, you got to go out and do the same thing with the folks you're working with.
00:12:16.920 Which means what?
00:12:17.880 A very basic question.
00:12:19.140 Hey, Bobby, look, who do you want to be here?
00:12:21.040 What do you want to do?
00:12:21.840 Tell me.
00:12:22.600 You want to be here?
00:12:23.320 You want to be here?
00:12:24.080 You want to be here?
00:12:24.680 I can see you being here.
00:12:25.820 But if you want to be here, you got to do X, Y, Z.
00:12:27.720 You know what, Pat?
00:12:28.180 I really want to be here.
00:12:29.180 Well, great.
00:12:29.620 If you do, these are some of the areas you got to work on.
00:12:32.220 You're good in this, but you got some work you got to do here.
00:12:34.580 And you're not as consistent in these four areas.
00:12:36.820 But if you want to go, you got to show me these things.
00:12:38.760 Okay?
00:12:39.280 And if you do the following things, we can consider moving into this place.
00:12:42.420 Great.
00:12:43.040 But I ask the question based on what?
00:12:45.300 Who do they want to be?
00:12:46.680 You want to move your people and retain?
00:12:48.340 Ask your people regularly.
00:12:49.900 Who do they want to be?
00:12:51.380 I will tell you so many bosses, don't ask their people who they want to be.
00:12:56.080 They keep losing people because people are just trying to do what pleases them.
00:12:59.620 At the end of the day, you got to ask them, who do you want to be?
00:13:02.140 Next.
00:13:03.140 Clear set of qualities, values, and principles that the company values.
00:13:06.740 Meaning, here's what we value as a company.
00:13:09.700 And we talk about it in the hiring interview.
00:13:11.440 These are the things we stand for.
00:13:13.060 Do you like it?
00:13:13.880 I do.
00:13:14.500 Great.
00:13:15.040 Do you like it?
00:13:15.740 No.
00:13:16.260 No problem.
00:13:17.180 All the best to you.
00:13:18.640 But rather than forcing, we now attract people who value our values and principles.
00:13:24.560 And the way we get the people that value our values and principles is by talking about it.
00:13:29.800 And when you talk about it, you'll know in an interview, somebody says, oh my gosh, that's
00:13:32.460 very important to me.
00:13:34.020 Or you'll see somebody that goes like this.
00:13:36.020 Yep.
00:13:36.540 No.
00:13:37.080 This is not going to work.
00:13:38.080 Maybe needing to go to a different place.
00:13:40.180 Right?
00:13:40.680 And that's totally fine.
00:13:41.780 But I can't force you into our culture.
00:13:43.660 Next.
00:13:44.040 Number eight.
00:13:45.380 Strong training program.
00:13:47.140 Remember earlier when I said building a strong mid-level management?
00:13:50.920 And at the bottom here, we talked about the fact that hire the best, if not have a strong
00:13:54.000 leadership program.
00:13:55.260 So these two go with a strong training program.
00:13:58.620 So for me, one of our guys right now, she's the chief reputation officer.
00:14:04.100 I sent her to Harvard.
00:14:04.900 She's in Harvard while I'm making this video.
00:14:06.660 She's in Harvard.
00:14:07.480 We spent $15,000 to send her to Harvard.
00:14:09.920 But no problem.
00:14:10.680 She's going to Harvard.
00:14:11.380 We just gave her a promotion.
00:14:12.240 We're excited about her going over there.
00:14:13.940 Why?
00:14:14.900 Because I'm trying to get her to see a complete different scope of things by having all these
00:14:20.700 different case studies she goes through.
00:14:22.200 And she comes back constantly being developed.
00:14:24.500 We send a few of our guys to Wharton Business School.
00:14:26.680 We send our guys to Adobe that has its one week or four day course.
00:14:31.060 We'll spend a few thousand dollars and send our guys there because we're in the game of
00:14:34.280 constantly developing.
00:14:35.440 We spent a few thousand dollars the other day.
00:14:37.500 Had all of our directors go through a two day program that's about becoming better on
00:14:41.940 how to deal, work with people.
00:14:43.560 And it showed how to communicate with talkers, doers, all these different personalities, approaches,
00:14:48.580 how to hold them accountable, how to excite them, how to get the most out of them.
00:14:50.960 So we invest in these things regularly and then people come out of it, right?
00:14:55.780 And then there's monthly accountability on how to develop these leaders.
00:14:58.820 This is all more on investing into your training program.
00:15:02.780 This is an area sometimes people wing it.
00:15:04.920 Companies wing it.
00:15:05.680 And then they wonder, why do I keep losing people?
00:15:08.020 Why do I have such a weak mid-management, middle management?
00:15:11.420 Because you don't invest into a lot of your training.
00:15:13.200 This you have to be very detailed and strategic about it.
00:15:17.480 You can't just wing it.
00:15:18.220 Go read this book.
00:15:19.220 Go read that book.
00:15:19.840 You can't just wing it.
00:15:20.760 You've got to be specific about it.
00:15:22.460 Next, constantly emphasize read.
00:15:24.740 See, sometimes when I work with leaders, we have life going on.
00:15:28.040 I've got three kids.
00:15:28.840 I'm married.
00:15:29.320 I've got family.
00:15:30.040 Issues happen, right?
00:15:31.500 We had a tornado that hit just yesterday, right?
00:15:34.000 Weather's not good.
00:15:34.920 Craziness.
00:15:35.460 Building comes down.
00:15:37.040 You know, we lose a couple agents.
00:15:39.800 Somebody passes away over here.
00:15:41.540 We have issues with a certain vendor, a partner, a carrier.
00:15:44.900 All of these things.
00:15:46.700 And if you're not too careful, you will be beat up so much where you're kind of like,
00:15:51.020 oh my gosh, oh, it's another day to come to work.
00:15:54.960 Oh my gosh, I'm just beat.
00:15:56.440 Oh, what else do I have to do?
00:15:58.740 In those moments, you've got to figure out a way to re-read.
00:16:02.740 This entire game is re- to retain.
00:16:05.220 Re-energize.
00:16:06.360 Retain.
00:16:07.540 Re-state the vision.
00:16:09.480 Re-cast where we're going.
00:16:11.720 Re-kindle the relationship that had fallen out.
00:16:14.840 It's re-.
00:16:15.440 Everything is re-remind.
00:16:17.540 Re-remind.
00:16:18.740 Re-remind.
00:16:19.660 Over and over and over and over again.
00:16:23.160 And then eventually, guess who else is doing that?
00:16:25.140 Your CFO.
00:16:25.820 Your directors.
00:16:26.760 They're in the game of re- as well.
00:16:28.380 Right?
00:16:28.780 Great parents reinforce.
00:16:30.480 Great leaders reinforce.
00:16:31.820 Hey guys, come here.
00:16:32.700 Like yesterday, Patriots.
00:16:34.160 I'm looking at the ESPN early this morning.
00:16:36.120 The fact that their team is already shutting down New York Jets.
00:16:41.160 And Bill Belichick is sitting there talking to the defense.
00:16:43.860 Game is over with.
00:16:45.020 What are you doing?
00:16:45.800 But he's reinforcing because he knows they're 7-0.
00:16:47.920 They're going to go into the playoffs.
00:16:49.100 He's trying to get it because they have the best defense so far for the year.
00:16:51.540 He's reinforcing the defense.
00:16:53.600 What are you doing?
00:16:54.940 That's why he's who he is.
00:16:56.460 Bill Belichick.
00:16:57.560 Hey guys, here's what we got.
00:16:59.420 Everybody's watching and what he's doing.
00:17:01.280 That's why people follow a guy like that.
00:17:03.080 And that's why he's got so many Super Bowls.
00:17:04.720 Because he's in the re-game.
00:17:06.320 Leadership is all about re.
00:17:08.140 Constantly.
00:17:08.800 Without getting tired, burned out.
00:17:10.800 Oh my God, stamina.
00:17:12.020 I'm not in the mood today.
00:17:13.220 You don't have the responsibility of being in the mood or not.
00:17:15.760 Because you chose to be a leader.
00:17:16.920 The moment you choose to be a leader, you lose that privilege of, hey, you know.
00:17:21.080 I'm also going to go out there and be upset about everything that's going on with the
00:17:23.900 company.
00:17:25.240 Recipe for losing a lot of people.
00:17:27.200 You've got to stay level-headed.
00:17:28.240 If you've got to find a way to go out there and release and do your own release, whatever
00:17:30.700 that may be, do it.
00:17:31.880 But make sure you don't do it around your people where you have a blow-up and you lose
00:17:34.940 a couple of employees.
00:17:36.160 And last but not least, transparency of challenges.
00:17:38.680 Every Monday morning, we'll have a huddle here.
00:17:41.060 And we'll get up.
00:17:42.120 Here's where we were at last week.
00:17:43.380 Wasn't a good week, you know.
00:17:45.180 Here's where we're at so far for the month.
00:17:46.660 Last month, we did better than this month.
00:17:48.100 And we've got to kind of get some things together.
00:17:50.040 Hey, guess what?
00:17:50.700 This week, we had a record-breaking week.
00:17:53.060 Great job to this department.
00:17:54.380 Phenomenal to that department.
00:17:55.740 That department, we've got some work to do over here.
00:17:58.400 And then that department will turn around and say, but we're coming.
00:18:00.180 We've got some stuff coming up.
00:18:01.400 Great.
00:18:02.160 But it's open.
00:18:02.980 Hey, here's the thing that we're looking for.
00:18:04.540 That department needs help.
00:18:05.600 If anybody's trying to go to a different department and unilateral move, we're looking.
00:18:09.520 We need some help in this department.
00:18:10.720 But it's transparent where people are like, wow, I trust this environment.
00:18:15.740 There's not a lot of games where everything is good.
00:18:18.000 Everything is perfect.
00:18:18.760 Because that's fake.
00:18:20.560 You know, it can't be perfect.
00:18:22.000 There's always issues.
00:18:23.540 Believe it or not, a certain level of...
00:18:25.180 I'm not telling you to go put up the checkbooks and say, hey guys, we only have $13,000 in the
00:18:29.860 checking account.
00:18:30.580 But stick around.
00:18:31.500 We may make it.
00:18:32.480 When I went to $13,000 in the checking account with the company I was running, and we almost
00:18:38.080 lost everything nine years ago, I wasn't going around telling everybody, I may not be able
00:18:42.800 to pay your payroll next week.
00:18:44.080 You know, I just want to let you guys know that.
00:18:45.840 You know, but we're going to figure this out.
00:18:47.160 I tell you this, man.
00:18:47.700 We're going to figure this out.
00:18:48.560 No.
00:18:49.080 But certain challenges we were facing, we talked about it.
00:18:52.140 Because you share pressure, and believe it or not, when people see that there's certain
00:18:56.380 challenges taking place, people want to come and say, hey, I'll come and help out.
00:18:59.660 Hey, we're not beating these guys.
00:19:01.120 They're ahead of us by this much.
00:19:02.600 I want to rise up.
00:19:03.260 What do we need to do?
00:19:04.000 Hey, we're number seven.
00:19:05.300 We'd like to get a number six.
00:19:06.440 But we've got some work to do, guys.
00:19:08.100 We've got to really pick it up.
00:19:09.440 Hey, let's go.
00:19:10.160 So it gives opportunities for people to rise up, and more people that could potentially
00:19:14.040 move up within your company.
00:19:15.080 Again, you have some stats.
00:19:17.340 You have some enemies.
00:19:18.400 You have 10 things to do to retain people in your company.
00:19:21.180 Thanks, everybody, for listening.
00:19:22.520 And by the way, if you haven't already subscribed to Valuetainment on iTunes, please do so.
00:19:27.060 Give us a five-star.
00:19:28.440 Write a review if you haven't already.
00:19:29.900 And if you have any questions for me that you may have, you can always find me on Snapchat,
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00:19:35.940 Just search my name, Patrick MidDavid, and I actually do respond back when you snap me
00:19:40.820 or send me a message on Instagram.
00:19:42.980 With that being said, have a great day today.
00:19:44.720 Take care, everybody.
00:19:45.420 Bye-bye.