Valuetainment - The 10 Biggest Post Pandemic Challenges EVERY Company Is Facing

00:00:00.240 Businesses are facing issues they've never faced before.

00:00:02.940 Here's what I mean by pre-pandemic to post-pandemic.

00:00:05.760 It's almost like, you ever hear the same when they say, you know, it's like riding a bicycle,

00:00:09.520 you never forget it.

00:00:10.360 Well, what's going on today in work environment?

00:00:13.060 It's like you used to be single in 2005, where it wasn't no Tinder, Bumble, any of that stuff.

00:00:19.300 You've been married and you just went through a divorce and you're back in a dating scene

00:00:22.920 and everything's changed.

00:00:25.120 Everything in the work environment has dramatically changed in two and a half years.

00:00:30.000 And many companies are having a hard time making adjustments to it.

00:00:32.640 Today, we're going to talk about 10 post-pandemic issues all businesses are facing.

00:00:46.900 Stick around to the very end for a PDF and a bonus point I'm going to give to you in regards

00:00:50.700 to today's content.

00:00:51.520 So, point number one on the biggest challenge people are facing is getting folks to go from

00:00:55.960 being on Zoom, working from home, to working from the office.

00:00:59.100 Now, many CEOs, many leaders, many articles, these leaders were seen as innovative.

00:01:04.340 Oh my gosh, in our company, everybody can work from home.

00:01:07.140 Just go work from home and all the employees were so happy.

00:01:09.700 Oh my gosh, my office is so great.

00:01:11.540 My company is so great.

00:01:12.880 They're letting me work from home.

00:01:14.020 So, the CEO said, this is kind of cool.

00:01:15.820 We hold you accountable through Zoom.

00:01:17.360 One week, two weeks, four weeks, eight weeks, 12 weeks.

00:01:20.320 That's kind of like, where's the culture?

00:01:22.740 This is not really working out.

00:01:24.000 And they noticed people working from home were losing that connection to the company

00:01:28.860 and the organization.

00:01:29.960 And they started simply applying for other jobs.

00:01:32.080 There was no longer loyalty.

00:01:33.600 Other people were willing to pay more money to work from home.

00:01:36.020 Then the CEO flipped and said, no, everybody's got to work from the office now.

00:01:39.520 Here's what we got to do.

00:01:40.640 Then the CEO automatically seen as a bad guy.

00:01:42.660 Wait a minute.

00:01:43.120 I thought you said working from home was okay.

00:01:44.800 Now you're changing this.

00:01:46.040 You're not predictable.

00:01:47.120 You're changing this.

00:01:48.200 What's wrong with you?

00:01:49.080 It's a mistake of a CEO because he panicked.

00:01:51.060 She panicked.

00:01:51.560 They didn't know how to handle it during that time.

00:01:53.440 Many leaders are going to do that at times, but now you have to readjust.

00:01:56.980 That's one of the biggest challenges leaders are having today.

00:01:59.480 And unfortunately, during that adjustment, you're going to lose a lot of people and you're

00:02:04.680 going to have to hire new people and manage expectations all up front, letting everybody

00:02:09.900 know our companies work from home.

00:02:12.220 Now, if this doesn't apply to you, don't worry about point number one.

00:02:15.380 Okay, I got point number two and three combined together, but it's under inflation.

00:02:18.720 So here's what inflation has done in the last 30 months, two and a half years, right?

00:02:22.960 Number one, inflation has gotten somebody, just in Miami last year, rent is up 30%.

00:02:28.140 In one year, some places up 50%.

00:02:30.700 Let me explain to you what this means.

00:02:32.140 You were paying $2,000 for rent.

00:02:34.620 Now it's $2,600.

00:02:36.700 Imagine $600.

00:02:38.320 Like that's not a lot of money.

00:02:39.760 That's a $400 car payment plus insurance.

00:02:42.360 And some places rent is up 50%.

00:02:44.680 So you were paying $2,000 a month.

00:02:46.780 Now it's $3,000 a month.

00:02:48.460 That $1,000 used to be your car payment, car insurance, phone, cable, Netflix.

00:02:54.060 Now you have to go make that money.

00:02:56.020 So employees were sitting there saying, look, I could make it off three grand a month.

00:03:00.320 I could make it off four grand a month.

00:03:02.020 I can make it off five grand a month.

00:03:03.580 Or somebody was making it off five.

00:03:04.940 Now it's eight, seven, nine.

00:03:06.680 But the increase has taken place.

00:03:08.960 So cost with inflation has increased cost of living for your employees.

00:03:13.880 That leads to what conversation?

00:03:15.940 That leads to a lot of conversations of employees coming up to you and saying what?

00:03:19.400 Hey, cost of living's increased, man.

00:03:21.220 I can't work off of, you know, whatever you're paying me right now.

00:03:24.180 I need a raise.

00:03:25.380 And then there is friction between the employer and the employee.

00:03:28.760 But the employer has to have a certain set of understanding.

00:03:32.520 So does the employee.

00:03:33.420 In this situation, if the employer is not understanding of this taking place, because this is a real

00:03:40.740 issue, employers, CEOs, I'm one of them.

00:03:44.460 And I'm telling you, this is a real issue.

00:03:46.420 People are really going through this.

00:03:48.200 You have to be aware of it.

00:03:49.520 So either you're going to have to make an adjustment and say, I have to cut staff.

00:03:52.720 I can't pay for this stuff.

00:03:54.640 Or you have to realize the people that are your superstars, you got to figure out a way

00:03:58.500 to keep them.

00:03:59.040 Now on the other side, employees, if you're the person that's watching, they're saying, ooh,

00:04:02.840 this is perfect video.

00:04:03.880 Let me go ask my boss for a raise.

00:04:05.800 If you go in wanting to take advantage of this and kind of bully your employer, that's

00:04:12.080 also unfair to them because they're going to sit there and say, dude, I love you.

00:04:15.500 I want you to be here.

00:04:16.580 But you're kind of using this to your advantage and you're cornering me and I don't appreciate

00:04:20.520 it because if I back then and I give it to you right now, what makes you think you're

00:04:24.640 going to be with me six, 12 months from now?

00:04:25.960 I just took a big risk because you may take the new salary, whatever the new salary you're

00:04:29.500 going to get.

00:04:29.760 Let's say you're going to go from $60,000 to $80,000 and you're going to go to a new

00:04:34.080 company and say, what do you make out your current job?

00:04:36.020 I'll make 80 grand.

00:04:36.820 If you pay me 95, I'll come up to you six months and you leave for 95.

00:04:39.720 So I just lost.

00:04:40.820 I gave you 20.

00:04:41.960 I backed down and I said, no problem.

00:04:43.760 We want to keep you.

00:04:44.620 And you left me for another 15 grand.

00:04:46.160 So in the span of three months, you got a $35,000 raise.

00:04:49.060 You know how I know that?

00:04:49.800 Because I kind of know that because that's happened to me as an employer myself.

00:04:52.720 So this issues create a friction.

00:04:55.820 My suggestion to employers, if you want to keep that employee, have a real conversation

00:05:01.620 with them open.

00:05:02.420 Just tell them, here's my challenges, but I understand your pain.

00:05:05.500 And employee, have a real open conversation with your employer and tell them, listen, I

00:05:09.940 love this company.

00:05:10.900 I want to be here.

00:05:11.600 I don't want to go anywhere else, but I just want to show you my expenses.

00:05:14.680 This was a year and a half ago.

00:05:15.760 This is today.

00:05:16.740 This was my rent a year and a half ago.

00:05:18.180 This is today.

00:05:18.800 I'm not playing any games.

00:05:20.360 It's my life.

00:05:21.040 It's more expensive.

00:05:22.100 If you're willing to work with me and help me out, I don't want to go anywhere else.

00:05:25.820 You take that approach.

00:05:27.020 The employer is going to say, you know what?

00:05:28.700 Thank you for taking that approach.

00:05:30.120 I'm willing to work with you.

00:05:31.060 Nine out of 10 times, your employer is going to work with you in these cases.

00:05:34.380 So point number four is retention.

00:05:35.740 So I just explained inflation and cost of living and keeping employees because salary is going

00:05:40.540 up and what are you going to do with that cost?

00:05:41.840 But retention is a complete different thing going on because everybody's kind of all over

00:05:46.180 the place, right?

00:05:46.800 Oh my God, we're doing this all pre-Zoom, post-Zoom, working from home.

00:05:50.400 Now I'm working out of an office.

00:05:51.460 What do I do now?

00:05:52.860 Immediately, you need to call a meeting.

00:05:54.840 If your department's 40, 50 people, call a meeting.

00:05:57.700 If your business is 40, 50 people, call a meeting.

00:06:00.660 If your leadership team is 20, 30 people, call a meeting and have a very transparent,

00:06:05.820 open conversation with everybody.

00:06:07.300 Hey, here's what we're doing.

00:06:09.440 Here's what we're standing for.

00:06:10.580 What's your biggest concern?

00:06:11.880 Here's the adjustment that we're making.

00:06:13.040 We're going to come back and work from home.

00:06:14.660 What do we want to do here?

00:06:15.760 Here, these are the things I'm not wanting to break and negotiate on.

00:06:19.360 I'm open to some of these ideas.

00:06:20.920 What's important to you?

00:06:22.280 And make that decision.

00:06:23.360 But prior to you having that meeting, make sure you specifically know what your non-negotiables

00:06:29.000 are and don't compromise your non-negotiables.

00:06:32.540 But if you go in with 15 different things that I'm not going to negotiate these 15 things,

00:06:37.840 you're being a little bit unreasonable.

00:06:39.860 There's got to be a give and take here, but don't compromise your non-negotiables.

00:06:43.140 Now, on the retention side, I have four categories of employees.

00:06:46.640 Here's my four categories of employees.

00:06:48.540 My first category of employees are the superstars, rock stars that I want to keep, that I have

00:06:53.220 to come to you and give you a raise.

00:06:54.460 Make sense?

00:06:55.240 So, you don't wait for me.

00:06:56.440 You don't come to me for a raise.

00:06:57.540 I come to you for a raise.

00:06:58.520 I come to you and say, hey, Johnny, you're doing a great job.

00:07:00.680 Here's what we're doing with you.

00:07:01.760 Boom.

00:07:02.300 You're part of the rock star.

00:07:03.680 You're part of the superstar.

00:07:05.000 I want to keep you.

00:07:07.260 Then you've got the second category of employees, where it's people that can do big things.

00:07:11.000 They're doing big things, and maybe somebody else is going to make a recommendation, and

00:07:14.940 maybe they're going to come to you and they're going to say, hey, here's what I'm going to

00:07:17.140 be doing.

00:07:17.840 Maybe you want to figure out a way to help them out and work with them, but that's the

00:07:21.460 second category.

00:07:22.300 Great attitude.

00:07:23.060 Love the company.

00:07:24.260 They're pretty good at what they do.

00:07:25.680 Not level one that's high expertise, high loyalty, high long-term, high true believer.

00:07:31.060 You want to take care of this guy.

00:07:32.540 These guys are true believers.

00:07:33.820 They believe in the company.

00:07:34.740 They have a good attitude.

00:07:35.500 Maybe their expertise is not there yet, but you think long-term they can be somebody.

00:07:39.120 You want to take care of them.

00:07:40.000 Then you've got the third ones that are going to come in and they're going to say that if

00:07:44.120 you don't give them a raise, they'll stick around.

00:07:46.940 If you do give them a raise, they'll stick around.

00:07:49.140 But if they come and ask for a raise, you'll also tell them, I love you, can't do anything

00:07:53.280 for you, but I wish you nothing but the best.

00:07:55.180 You have to have that conversation.

00:07:56.580 Then the fourth level, which is the one most entrepreneurs and CEOs make mistakes with because

00:08:01.040 they're afraid of this.

00:08:02.280 They're afraid of the fourth level because there's a fourth level that you have to be assertive

00:08:08.720 and you have to be proactive and have to ask those guys to leave.

00:08:13.320 And that's generally a smaller percentage of your employees.

00:08:16.860 Most people are frightened of doing this.

00:08:18.880 They're okay keeping a bad apple because all they're worried about is our retention numbers

00:08:23.120 have to be flawless.

00:08:24.440 Your retention numbers is maybe a reason why you're keeping a bad apple that's spreading

00:08:29.660 negativity and it's hurting five, 10 other employees.

00:08:32.060 And it's time for you to have the audacity to make that decision.

00:08:35.520 Very, very hard to do.

00:08:36.740 Almost every time you do this, you make an enemy.

00:08:40.640 Can't believe you're doing this.

00:08:41.700 I can't believe you're doing that.

00:08:42.760 But that only lasts 30, 60, 90 days, sometimes 12 months, 24 months.

00:08:46.400 But if you don't make this decision, you cannot take your company to the next level.

00:08:49.940 So you, as somebody who's going free pre-COVID, during COVID, post-COVID, this is a very tough

00:08:55.300 decision you need to make.

00:08:56.220 But you need to take a time out and say, who's number one, tier one, that I need to go to them.

00:09:00.000 Who's tier two, that may be a recommendation.

00:09:02.300 Who's tier three, we're not doing anything.

00:09:04.080 And who's tier four, we got to kind of ask you to go because company is going in a different

00:09:07.520 direction.

00:09:08.240 That's the decision you got to make as a leader.

00:09:10.380 Okay, so this next one is very weird.

00:09:11.880 It's political issues.

00:09:12.980 You know, three years ago we were working, not everything was politics.

00:09:16.840 During COVID, basketball became about politics.

00:09:20.180 Sports became politics.

00:09:22.020 Everything became politics.

00:09:23.900 Talking about China became politics.

00:09:25.920 Talking about COVID became politics.

00:09:27.960 Taking a vaccine became politics.

00:09:29.700 Not taking a vaccine became politics.

00:09:31.860 Literally cartoons me.

00:09:33.960 Everything in the last, if you think about it, everything's become politics the last 20

00:09:39.140 and a half years.

00:09:39.940 So what happens?

00:09:40.980 There's a few different ways leaders approach this.

00:09:43.420 One, they don't even talk about it.

00:09:45.200 Like imagine the elephant sitting right here and everyone's looking this way.

00:09:48.000 No, no, no.

00:09:48.420 The elephant's not in the room.

00:09:49.280 It's not in the room.

00:09:49.820 I don't want to look at him.

00:09:50.540 I don't want to look at him.

00:09:51.600 You're not a leader.

00:09:52.320 You're weak.

00:09:52.840 You got to get stronger.

00:09:53.800 People want you to lead.

00:09:54.680 Or you simply have that conversation and you manage expectations with everybody.

00:09:59.260 And you say, guys, lots changed the last two and a half years.

00:10:02.580 Is that fair to say?

00:10:03.400 Yes.

00:10:04.100 I had an event this last, two days ago.

00:10:06.240 I'm in Orlando with 2,500 people in the room.

00:10:08.720 And I got up and I said, let me explain to you guys what's going on.

00:10:12.020 Everybody's kind of wondering.

00:10:12.900 I said, you know, when 9-11 happened in 2001 and everybody's trying to find their kids,

00:10:18.760 nobody said, hey, you're a Republican.

00:10:21.560 I'm not going to help you because I'm a Democrat.

00:10:23.280 Or you're a Democrat.

00:10:24.160 I'm a Republican.

00:10:24.760 I'm not going to help you.

00:10:25.420 No one cared where you were politically.

00:10:27.260 No one cared if you're white, black, Hispanic.

00:10:28.980 Everybody said, you can't find your kids.

00:10:30.840 I got your back because I'm an American, right?

00:10:33.820 I'm willing to go help you find your kid.

00:10:35.740 I said, during COVID, rather than China being the enemy in America, the opposing political

00:10:42.380 party became an enemy.

00:10:43.720 So everybody was walking on eggshells.

00:10:46.040 Everybody was extremely sensitive.

00:10:47.980 We couldn't have a basic conversation together.

00:10:50.080 So what if we disagree on 2% of our lives, but we agree on 98% of things?

00:10:56.480 I had to have that conversation with my guys to make sure no one was walking on eggshells.

00:11:01.600 I told them, what questions do you have for me?

00:11:03.460 I shared with them my sentiment and my philosophy.

00:11:07.380 I hope you understand.

00:11:08.820 This is where I come from.

00:11:10.200 But regardless, it's the company's vision.

00:11:12.320 Let's go take over the world, right?

00:11:14.140 But if you don't have that conversation, I feel a lot of your guys are following somebody

00:11:18.880 that's afraid.

00:11:20.040 I think today you have to kind of talk about it to get all of it out in the open.

00:11:23.560 Not talk about it like, this is what I stand for.

00:11:25.440 I support pro-choice.

00:11:26.620 But I'm not talking about that stuff that you support.

00:11:28.560 I'm just saying, here's what's going on.

00:11:30.800 Not everybody here agrees together politically.

00:11:33.260 But do we all have big dreams?

00:11:34.380 Yes.

00:11:34.580 Do we all want to make sure we do something that we can talk about and be proud of?

00:11:37.320 Yes.

00:11:37.760 Why don't we go make that happen as a company?

00:11:39.260 You got to capitalize this moment to bring people together and unify them under one message

00:11:44.860 with the vision of the company or else there's going to be constant conflict.

00:11:47.980 So next one is supply and chain shortages, which everybody's going through.

00:11:50.940 I bought two buildings.

00:11:51.960 Okay.

00:11:52.060 The building I'm in right now is the second building I bought, but the first building

00:11:55.520 I bought, I bought it thinking I was going to make the Valuetainment headquarters there

00:11:59.840 off of Federal.

00:12:01.380 And then my designer comes who happens to be the CEO of this building, the owner of this

00:12:05.660 building.

00:12:06.340 And he says, I said, I want to set up windows.

00:12:09.120 I want to create this set.

00:12:10.100 I want to do this.

00:12:10.740 I want to do that.

00:12:11.320 I want to do this.

00:12:11.900 And everybody's showing up and they said, well, class has taken six to 12 months to get.

00:12:16.640 Such and such has taken 12 months to get.

00:12:18.800 Furniture is taking this much to take.

00:12:20.400 This is the, I'm like, what are you talking about?

00:12:22.220 He says, yeah, that's how long it's taken.

00:12:23.580 So I brought another designer and another, everybody said the same thing.

00:12:27.260 The building I bought was going to take six to 12 months for it to be done, to work out

00:12:32.600 of.

00:12:33.060 So immediately that same night when I found this out, I made an offer on this building.

00:12:37.920 A week later, we agreed on terms and I eventually ended up moving in here.

00:12:42.260 Now, this is our building that we have off of Dixie and Fort Lauderdale, but why?

00:12:46.020 Because of supply shortages.

00:12:47.680 So depending on the industry you're in, some of you guys are watching what's going on in

00:12:51.700 China right now where the COVID cases all of a sudden are up and they shut everything

00:12:54.520 down.

00:12:55.200 People are like, oh my gosh, it's unfair what they're doing to China.

00:12:58.600 Of course, it's unfair what they're doing to the people in China.

00:13:02.660 But if people are staying home, that means no chips are being produced.

00:13:06.180 If chips are not being produced, that means automakers don't have chips to create and build

00:13:10.620 new cars.

00:13:11.100 If automakers don't have chips to build new cars, that means prices of used cars are going

00:13:16.300 to go back up again.

00:13:17.600 If Russia was the one that was selling oil to a lot of people and they're not right now,

00:13:21.560 they're having challenges, that means gas prices are going to continue to go up.

00:13:24.480 So you have to pay attention to supply chain shortages based on the industry you're a part

00:13:30.420 of and not be naive about it.

00:13:32.420 You have to be very much researching within your industry to know everything that's going

00:13:38.500 out with supply chain because somehow, some way, no matter what industry you're a part

00:13:42.000 of, you're going to be hit either directly or indirectly.

00:13:46.140 So point number seven.

00:13:46.960 This one is a little bit weird because you have to retrain everybody again.

00:13:51.700 What do you mean by retrain?

00:13:53.120 Many people forgot to do the basic things.

00:13:55.860 And I know this sounds kind of weird.

00:13:57.680 Scripts are basic.

00:13:58.660 Think about it this way.

00:13:59.380 I haven't done how-to videos like this for four or five months, right?

00:14:02.840 Even myself.

00:14:03.880 I used to do how-to videos like this every Tuesday, right?

00:14:06.100 But I haven't done it for five months.

00:14:07.760 I have to be retrained again myself.

00:14:09.860 Of course, I do when I got everything down.

00:14:11.980 But everybody needs to be retrained.

00:14:13.840 I need to go back and watch a few of my old how-to videos to remember how I did how-to videos

00:14:18.320 because I need to be retrained.

00:14:20.100 You need to be retrained.

00:14:21.560 Employees need to be retrained.

00:14:23.160 Conflict resolution needs to be retrained.

00:14:25.340 Everything needs to be retrained today in regards to your company.

00:14:28.020 So, retraining scripts, retraining communication, retraining sensitivities,

00:14:32.720 retraining people today on new objections that may come up in regards to COVID vaccine

00:14:38.400 and, you know, pandemic that maybe you did not have two and a half years ago.

00:14:42.700 You need to train people on these new issues, what it is to come back, what it is to open up,

00:14:47.940 what it is to, in every possible way, most of your employees are not going to tell you this,

00:14:53.600 but they're dying for you to retrain them.

00:14:55.620 They're literally sitting there, please retrain me because I forgot how to do my business.

00:15:01.020 So, this next one is going to cost you some money, but it's going to be the best investment

00:15:03.660 you're going to make in 2022.

00:15:04.880 Here's what it is.

00:15:05.440 So, I had a meeting in my house, backyard.

00:15:07.060 We have a tent.

00:15:07.600 97 people are there.

00:15:09.040 And I'm talking to our guys, executives.

00:15:10.840 These are guys that are running good-sized businesses.

00:15:12.780 And I said, what's the biggest challenge you're having right now?

00:15:15.320 Do you know what's crazy?

00:15:16.020 80% of what everybody said had to do around conflict resolution.

00:15:22.020 So, you train all your guys on conflict resolution.

00:15:25.380 Let me explain to you how this thing works.

00:15:27.080 Politics, conflict resolution.

00:15:29.360 Vaccine, anti, you know, pro-vax, not vaxed, conflict resolution.

00:15:33.640 Working from home, working from office, conflict resolution.

00:15:37.620 Give them a raise, don't give them a raise, conflict resolution.

00:15:40.840 Sitting down to fire somebody, conflict resolution.

00:15:44.220 Retraining your old guys' management because their standards have dropped a little bit.

00:15:47.840 Conflict resolution.

00:15:49.280 Having a tough conversation to bring all your guys together.

00:15:52.320 Conflict resolution.

00:15:54.260 You will see 80% of your problems you're facing right now to come back and get your business

00:15:58.680 going again with the personalities, customers, vendors, companies, partners, everybody is

00:16:03.480 around one thing.

00:16:05.040 Conflict resolution.

00:16:06.940 Conflict resolution, there's many books you can read on and many courses you can take.

00:16:10.240 One of the best ones is actually Crucial Conversations.

00:16:14.640 They have this company out of Salt Lake City, Utah.

00:16:17.320 You hire a trainer.

00:16:18.620 $10,000 or $15,000 are going to come to your office.

00:16:21.160 You take 10 or 20 employees in a room and they train all your executives and directors

00:16:25.720 on how to resolve conflict together in one room.

00:16:29.860 It may be one of the best investments you make.

00:16:32.180 I'm not only doing that with my home office executive team that's coming up next week.

00:16:36.640 I'm not only doing that with Valuetainment's home office executive team, I'm also doing

00:16:40.900 that with my sales leaders team to come together for them to know how to resolve conflicts

00:16:46.360 together.

00:16:46.960 Because most people the last two and a half years actually got worse at conflict resolution

00:16:51.700 and the approach and the philosophy they use is what?

00:16:54.520 Avoidance of conflict.

00:16:56.280 Catastrophic for any organization.

00:16:58.420 Okay, so that's eight points you got, but there's two additional points that you can

00:17:01.220 only get on Valuetainment.com and the whole PDF with the two additional points.

00:17:05.220 If you want to get that, click over here, go subscribe to the newsletter.

00:17:08.260 You watch those last two points.

00:17:09.760 But if you don't want to do that, there's another video I want you to watch here on YouTube

00:17:13.160 titled, How the Pandemic Exposed Leaders.

00:17:16.940 If you want to see that, click here.

00:17:18.540 Take care, everybody.

00:17:19.260 Bye-bye.

Valuetainment - June 20, 2022

The 10 Biggest Post Pandemic Challenges EVERY Company Is Facing

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