Scott Greenberg - What Managers Get Wrong About the Hourly Workforce

[00:00:02] Here's an experiment for you. Take passionate experts in human resource technology

[00:00:07] Invite cross-industry experts from inside and outside HR. Mix in what's happening in people analytics today

[00:00:15] Give them the technology to connect, hit record, pour their discussions into a beaker

[00:00:21] mix thoroughly and

[00:00:23] Voila! You get the HR Data Labs podcast where we explore the impact of data and analytics to your business

[00:00:31] We may get passionate and even irreverent

[00:00:33] But count on each episode challenging and enhancing your understanding of the way people data can be used to solve real-world problems

[00:00:41] Now here's your host David Turetsky

[00:00:46] Hello and welcome to the HR Data Labs podcast. I'm your host David Turetsky alongside my friend, partner, trusted co-host

[00:00:53] Dwight Brown from Sauer.com. Dwight Brown, how are you? I'm good, David. How you doing? I'm okay. I'm okay

[00:01:00] But today we have with us a very exciting speaker and

[00:01:04] We're gonna find out more about him now. Scott Greenberg. Hello, Scott. How are you? I'm good. Glad to be here

[00:01:10] We're glad to have you because one of the topics that well

[00:01:13] We're gonna talk about a topic that's very near and dear to all of our lives. But first

[00:01:17] Scott tell us a little bit about you and what you do

[00:01:20] So I'm a speaker and writer and I help managers and leaders grow their organizations and become better leaders

[00:01:28] So it's a lot of keynote speaking and of course with that traveling I write a lot of articles

[00:01:32] I've written a couple books

[00:01:33] But I'm all about helping other people lead more effectively and grow their businesses

[00:01:38] What we do for all of our guests Scott is we ask them

[00:01:41] What's one fun thing that no one knows about you? One fun thing that no one knows about me

[00:01:46] I not a lot of people know this but I met my wife at a club called the Viper room

[00:01:51] At a private party for the band the Sex Pistols

[00:01:55] Wow, let's unpack that a little bit first of all Sex Pistols outstanding love it right?

[00:02:01] Hopefully many people on listening to the podcast know who the Sex Pistols are and they might think it's had something to do with porn

[00:02:07] It actually doesn't

[00:02:08] Outstanding rock and roll band. Yeah Seminole band from the punk rock era and they did a reunion tour and they came here to LA

[00:02:15] And I had a friend who worked at that club and my wife had a friend who was a photographer

[00:02:19] Shooting it for a magazine and we were both there

[00:02:22] Wow, well I would have loved to have seen that they're just an amazing band

[00:02:28] They actually define you know a certain genre of rock for a period of time

[00:02:32] Well, what was the period of time in like the late 70s? Yeah. Yeah, I remember that time I think

[00:02:45] But the Viper room also sounds

[00:02:47] Vastly interesting. I might have to check that out sometime

[00:02:50] Yeah, I mean it has its notoriety because that is where River Phoenix passed away

[00:02:54] It's kind of become this, you know sort of trendy place

[00:02:57] But you know back then it was still kind of edgy and a lot of cool bands

[00:03:00] You know would come there and play and so they have this private party for them after you know

[00:03:04] Concert at a bigger venue and I got invited it was it was pretty cool. It's funny

[00:03:08] I was like sitting at this booth talking to my wife

[00:03:10] The next booth over is the drummer of the Sex Pistols and I'm thinking what do I keep talking to this girl?

[00:03:15] Or I don't go try to meet a band member. I think I made the right choice made the right choice

[00:03:19] I'll never know it that alternate universe. I could be hanging out with the Sex Pistols today. So it's you know

[00:03:25] I'm not sure if the longevity of that relationship with the Sex Pistols drummer would have been no as long

[00:03:32] But they didn't even last that long together as a band. So you're probably right

[00:03:38] So we're gonna have a fun time today talking Scott because one of the things that we're gonna be talking about is

[00:03:44] The hourly workforce and if you've listened to this podcast at all people, you know

[00:03:50] We love talking about the dynamics of different pieces of the segments of our workforce

[00:03:55] And so we're going to talk about how

[00:03:58] Hourly workers differ from those who are salaried and how management can focus and adapt

[00:04:04] To be able to recruit retain and motivate them at a much higher level

[00:04:08] So the first question Scott what is the difference between hourly workers and salaried workers?

[00:04:22] Nothing short, but a whole world of differences

[00:04:26] And it's something that so many employers take for granted and also a lot of leadership experts as you know

[00:04:32] There's a billion books out there a billion gurus and experts who talk about leadership and management

[00:04:37] But there isn't much distinction in what they say or what they write between

[00:04:41] You know engineers and cashiers right, you know between people who are making good money who graduate a college who are self-motivated

[00:04:48] And people who might be younger who might be struggling and hourly workers tend to have you know less of an education

[00:04:54] They have fewer skills

[00:04:56] They're not have they don't have guaranteed hours and therefore predictable income like those on salary

[00:05:01] Their hours might be reduced or their hours might be changed

[00:05:04] Well, these are people who might also be going to other jobs going to class volleyball practice revolving around their family members life

[00:05:11] So they're constantly juggling the relationships with employers tend to be more transactional than relational

[00:05:17] Those jobs typically must be done on site. They're not done remotely often on their feet

[00:05:22] It's more repetitive and less creative a lot of the time and they're not necessarily on a path for where there's growth for a lot

[00:05:29] Of people it's just this is what you're doing and maybe becoming a shift lead or assistant manager

[00:05:34] But there really isn't anything long term that's there and so that's also sorts of frustration

[00:05:40] So those are just a few of the many ways in which they differ but because their circumstances are different

[00:05:45] Because the relationships with management are different they have to be trained and managed and motivated differently than those on salary

[00:05:52] So, you know, that's the focus of a lot of the work that I do is how do you get through this group and?

[00:05:57] Bring out their best and it's possible

[00:06:00] I did it myself in my own businesses and I interviewed those who are getting it right now

[00:06:04] And that's that's the focus of what I do

[00:06:06] And and when we talk about the scale when I worked for a prior employer

[00:06:11] We had a lot of data on this we're talking like three-quarters

[00:06:15] 67% to like three-quarters of the workforce that is hourly that's paid on an hourly basis

[00:06:21] So it's not small at all. I mean we're talking about a really large segment of our population

[00:06:27] Yeah, it's funny. I hear different statistics, but all of them are above 50%

[00:06:31] Yeah, so most people who are working in America are working hourly now

[00:06:36] That might also include skilled hourly workers like you know nurses and lab technicians, right?

[00:06:40] Which is a little bit different than I think of who most of us are thinking but most people it is its retail work

[00:06:47] It's restaurant work. It's factory work. It's hospitality

[00:06:51] and these are really really hard jobs and

[00:06:54] And they need great management. They need great leadership

[00:06:57] Most people in these sectors are not getting it

[00:06:59] So if you think about this work also take us through

[00:07:03] the kind of the recruiting process because

[00:07:06] When we when we think about these people we think about unskilled workers

[00:07:10] They can just literally walk up to a job or walk up to a company and go

[00:07:14] Hey

[00:07:14] I want to work for you and then fill out a problem fill out a form and kind of start almost right away

[00:07:19] As you said, it's very transactional isn't it?

[00:07:22] It's kind of like if I lose a job today, I can try and probably find one although it's getting more difficult

[00:07:28] Tomorrow so does transactional work at both on the nature of the job that they're doing as well as the acquisition of the job

[00:07:35] Yeah, there certainly are those kinds of differences and the perception

[00:07:38] You know as you just said as it might be well

[00:07:40] They can just leave one job and go to another because they don't necessarily have to come in with a lot of skills

[00:07:44] Depending on the economy that may or may not be the case in the latter end of the pandemic if you had you know

[00:07:50] If you had a heartbeat

[00:07:51] There's lots of places where you could have worked sure not quite the same thing today

[00:07:55] So it's dependent a little bit on you know on the economy

[00:07:58] But it doesn't mean you're sort of starting over right or it's a lateral move

[00:08:04] And so that is much tougher. We've also seen major shifts in the type of work, so

[00:08:10] we've seen increases in pay and and actually a lack of supply in

[00:08:15] unskilled labor because skilled labor are actually taking the opportunity to go to unskilled roles because

[00:08:22] The pay is is getting close if not equal to where they are

[00:08:27] So one of the examples I typically give is

[00:08:30] nurses going into unskilled labor because they don't have to deal with the stress of people dying or

[00:08:35] Cleaning up bedpans or things like that

[00:08:38] Have you seen any of that kind of dynamic while you've been looking at this? Yeah, you know depending on

[00:08:44] When you're looking if it's constantly shifting situation

[00:08:48] So yeah, you're right that first of all there is after in the tail of the pandemic

[00:08:52] There's this huge demand for for hourly workers and for employees at the same time though

[00:08:57] though you're right a lot of people who are maybe have more education more skills or less like

[00:09:01] They're feeling a stress and so they want to come to you know to this work environment

[00:09:06] So there's that but there's also

[00:09:09] More opportunities for hourly workers, you know when I was young there wasn't door-dash. There wasn't this gig economy

[00:09:16] There wasn't uber so

[00:09:18] Especially the tail end of the pandemic, you know people said where the workers going? Well

[00:09:22] There's a lot more people in the dock fishing in the same lake, right?

[00:09:26] Right. And so when you know with that much more competition that the bait they used was will offer signing bonuses and higher salaries

[00:09:34] But people do have more options today. So there's constantly shifting dynamics, but I will say that we look at minimum wage

[00:09:41] Minimum wage the buying power of it has not kept up with inflation

[00:09:46] So even though employers especially these days are paying more in terms of dollar amounts in terms of spending amount workers

[00:09:53] Are getting the least that they've ever had at the minimum wage level

[00:09:57] continues to just not keeping pace at the same rate and

[00:10:03] We're seeing prices go up

[00:10:05] At a much higher rate than then what wages are with things

[00:10:10] Well, it's difficult like I you know

[00:10:12] I yes, I share that statistic that the buying power of minimum wage is less than it's ever been

[00:10:16] But I also look at so many of these employers of small businesses and restaurants who don't really have high margins, right?

[00:10:23] Right. They can only afford to pay so much. I mean I had two retail stores

[00:10:27] I was an owner of two edible arrangements franchises with employees and I wanted to treat them well

[00:10:32] And I actually kind of supported having minimum wage that would go up, you know incrementally but here in Los Angeles

[00:10:37] It's about to go up dramatically and at corporate office because they control our pricing

[00:10:41] Are we gonna raise prices and they said no and so for me was just a matter of math

[00:10:45] That I didn't see how the business model could sustain itself to have meaningful profit

[00:10:49] Which is why I ended up getting out of the business

[00:10:52] So it's it's a difficult thing that balance of being able to pay people what they're worth to pay them fairly

[00:10:57] But at the same time being able to have a business that can sustain itself with the margins that it has

[00:11:02] Right and people have made that decision to gig to try and supplement their income whether it's overing whether it's door-dash

[00:11:09] whatever it is and

[00:11:12] Either I I don't know sir necessarily want to call it successfully

[00:11:16] But they've tried to supplement their income to be able to overcome some of these short-term

[00:11:21] issues because I think you mentioned it before many of them they're living paycheck to paycheck or

[00:11:27] They're living based on the number of hours. They're getting at work

[00:11:31] The predictability and income means that they've got to do what they can to keep you know

[00:11:35] The mortgage or the rent or whatever it is and food on the table

[00:11:39] You're right

[00:11:40] And a lot of people can't predict what their income is going to be or even what their hours are going to be which

[00:11:45] Is why it's tempting to want to go to you know

[00:11:48] A gig type job where you can decide what your hours are are going to be so it's it's tough right now

[00:11:53] And again when the pandemic started everyone fired their employees employees. So wow there really isn't that much loyalty here

[00:11:59] Again, not that employers had a choice right but people are having to look out for themselves

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[00:12:09] This podcast is made possible by salary comm now back to the show

[00:12:16] So let's go to question two because I think one of the things that we raise in question two might help us with an

[00:12:22] Understanding about this at a company

[00:12:24] Where are managers and organizations actually getting it wrong when it comes to hourly workers and teams and

[00:12:30] What are the problems that have plagued these environments? Oh, there's a few things there first of all I think most

[00:12:38] Work environments are not making the distinction between hourly workers and salary workers

[00:12:43] And these the same work environments who absolutely make the distinction between the customers they want and the customers

[00:12:49] They don't want right they do a lot of market research when it comes to consumers

[00:12:52] And then they tailor their approaches or products and services and marketing accordingly

[00:12:57] But they don't do the same thing for employees even though they're marketing to them to recruit them

[00:13:02] And even though they want to influence their behavior

[00:13:04] They're not appreciating the differences and so that's one thing

[00:13:08] But the second thing is that most people in management positions aren't getting the training they need to manage them

[00:13:15] I mean forget the distinction between hourly and salary workers the average person who is promoted to any kind of boss

[00:13:21] You know a system manager manager leadership position the average person in that position goes ten years

[00:13:27] Before they get any formal leadership training right it might be trained in the systems right how to run payroll

[00:13:33] Right that kind of thing how to schedule but as far as how to influence people

[00:13:38] How to you know resolve conflict how to build culture most people you know go years and years before ever really getting anything

[00:13:45] On that and again it's because it's even harder for hourly workers

[00:13:49] They're just not equipped and so many people in this environment they become

[00:13:53] Supervisors bosses shift leads because they were a worker themselves they showed competence and they showed responsibility

[00:13:59] So they get promoted

[00:14:01] Because they can be trusted but leadership management is a completely different skill set right so you're just taking you know

[00:14:08] Your best worker among your hourly workers. You're saying you're in charge without teaching them how to be in charge

[00:14:14] So the only way they know how to be in charge is how they were led by their bosses

[00:14:18] And so there's this they sort of pass on this mediocrity or incompetence of leadership

[00:14:24] from generation to generation

[00:14:26] That's I mean if that embodies what the Peter principle is which is you rise to your level of dysfunction and

[00:14:31] Without that level of training yeah, of course you're gonna do it because as you said you kind of fall back on what you learned

[00:14:37] It's kind of like you know when I grew up my dad used to whip out his belt every time he wanted to

[00:14:44] Encourage different behaviors. I can't do that

[00:14:48] But you know what do we what do they do otherwise and the Peter principle has actually

[00:14:53] shifted to a good extent because the workers that are coming in like we talked about the workers that are coming in

[00:14:59] have a whole different set of motivations and what it takes to manage them and

[00:15:04] So not only did the leaders not get the training for it

[00:15:08] but the workforce is shifting and how you lead that workforce is shifting and

[00:15:13] It's gonna take us a while to really catch up from a leadership training perspective on how do you how do you manage that?

[00:15:20] Well, it's it's such a good point Dwight. Here's the thing. I think the leadership tactics remain the same

[00:15:25] But it's understanding the drivers and the motivations of the people that you're leading

[00:15:29] Like if I want to motivate you all I have to do is really figure out what are your values not my values

[00:15:36] Not what I think you should value

[00:15:38] But what is that you actually value what's important to you and then find a way to tap into that

[00:15:43] That's like a universal principle, right?

[00:15:46] but the

[00:15:47] Values themselves are different. They're different from generation to generation

[00:15:52] Especially now the differences seem to be more dramatic, but also from person to person

[00:15:58] Right, but most managers are too busy being busy to consider that so everyone thinks well what motivates these people more than anything is just money

[00:16:05] So I'm just gonna throw more money at them

[00:16:07] But when you actually look at the data

[00:16:09] That's not what the main especially if you look at your generation Z who is increasingly becoming part of the workplace what they really value

[00:16:15] First of all is life balance right us older people take pride in how much abuse we're willing to take I

[00:16:22] Did an email at 10 o'clock last night?

[00:16:25] Yeah, it's like this badge of courage right and so they look at us with our hair falling out and our heart attacks and are

[00:16:31] Complaining about work and they're like no. Thanks. Peace out. I don't want that they so

[00:16:36] My parents always said hey Scott all we care about is you being happy

[00:16:39] I know they didn't mean it but they said it right

[00:16:42] Well, I pass on my kids my kids believe it like they're actually pursuing happiness as opposed to well

[00:16:48] So, you know, is that such a bad thing? They want life balance and so, you know, there's that there

[00:16:54] But here's something that's interesting about generation Z is they're very entrepreneurial

[00:16:58] The idea of working for themselves and having their own business is a big thing

[00:17:01] so what I tell a lot of business leaders who are hiring them is

[00:17:06] Knowing if that's true treat the job like it's a paid internship

[00:17:10] Hmm sure showing how to do the work but connect that the broader principles about leadership about running businesses

[00:17:15] They don't just feel up there being trained by that

[00:17:17] They're learning learning things that can apply to other businesses like you would in an internship

[00:17:22] That's gonna change the relationship with the work. So again, it means me understanding what is that you care about right?

[00:17:28] And then trying to wrap the experience around that value system

[00:17:33] Scott you're talking about like a rotational program like where you bring them in you show them different pieces of business you train them on

[00:17:40] You know different ways of looking at the business from different angles

[00:17:43] That motivates them right? Yeah. Well, what's the alternative David? It's like, okay

[00:17:48] So here's how to work the machine one two, three four five go to work get to do it

[00:17:52] Right right right without any purpose without any meaning without giving them any reason to care

[00:17:57] You're just saying well, I'm pay use therefore. I own you one hour at a time

[00:18:00] So here's what I expect you to do without any recognition of your humanity of your fears of your desires your your anything

[00:18:07] I'm not talking about coddling them or enabling them

[00:18:10] I'm talking about influencing them and ultimately we are unlike that machine. We are emotional and psychological in nature

[00:18:17] So what I talk about like my new book is yeah, we have to meet their hard needs which is mostly money

[00:18:22] But they also have soft needs emotional and psychological needs just like our customers do right?

[00:18:27] We market to that we tap into that

[00:18:29] That's precisely the same thing that we need to do to engage and motivate our employees identify and meet their soft needs

[00:18:36] We do that we become employers of choice because the other folks down the street are probably not doing it

[00:18:41] That's true

[00:18:42] But don't you think that that actually happened to even older generations during the pandemic didn't we become different?

[00:18:48] I mean not just valuing our leisure time

[00:18:50] But also just basically stepping back and going gosh do I really want to be doing this for the next 10 15 years?

[00:18:56] Yeah

[00:18:56] I think a lot of people did which is why we saw a big exit from the workforce from a number of people

[00:19:01] Right like we had a chance to reflect, you know, and younger people are still in the workforce

[00:19:06] They had a chance to search their souls and they had a chance to search the Internet

[00:19:11] Right other opportunities that align with feeding their souls, which is why the whole thing is shifted

[00:19:17] Which is why employers need to be that much more deliberate about being employers of choice

[00:19:23] Because employees have choice more choice than ever

[00:19:27] Hey, are you listening to this and thinking to yourself man? I wish I could talk to David about this

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[00:19:33] We have a special offer for listeners of the HR data labs

[00:19:36] Podcast a free half-hour call with me about any of the topics we cover on the podcast or whatever is on your mind

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[00:19:52] So let's hit the third question because I think this is where the rubber will meet the road for many of us who listen

[00:19:59] To the podcast and who comment which is so what can we do?

[00:20:03] What can managers do to help manage this segment of the population segment of the workforce better, you know

[00:20:10] Are there practical examples like I know you mentioned being able to give them opera to give certain

[00:20:16] Generations the opportunity to kind of rotate or to see this as an internship

[00:20:21] What other kind of examples would you bring to to kind of help this?

[00:20:25] All right, so I'm very big in this notion of identifying and tapping into their soft needs

[00:20:31] Right and we could have a whole discussion just on that, but I think you get the idea

[00:20:35] but one universal soft need is

[00:20:39] wanting to feel part of something and that's where culture comes into play and

[00:20:44] In my experience most business owners most managers most leaders don't know what culture is

[00:20:51] They think in a good culture

[00:20:53] Employers are nice to employees

[00:20:55] So they buying pizza or gift cards or that other t-shirts, right right they just give them stuff and

[00:21:03] So that thing they're just gonna buy their way to loyalty by their way to teamwork. That is not what culture is

[00:21:09] That's kindness and kindness is great

[00:21:11] We appreciate kindness, but there's never been anybody who hates their job hates their employer doesn't connect with her team

[00:21:17] They get a slice of pizza and be like, oh, this is great. I'm gonna stay like no one's ever stayed

[00:21:22] Because of a ploy appreciation day or because of that stuff that we give them that's not what culture is culture is the

[00:21:29] Social norms this social dynamic that exists between two or more people

[00:21:36] Right for better or for worse. That's what a culture is and so countries have culture and religions have culture

[00:21:42] Prisons have culture families have culture any teams have culture some good some bad some healthy some toxic

[00:21:50] The best workplaces have culture by design

[00:21:54] Most workplaces its culture by default

[00:21:57] It becomes what it becomes and too often what it becomes isn't healthy

[00:22:01] So what I encourage our organizations to do is to decide what kind of culture do you want?

[00:22:06] What does it look like? What does it feel like and what are the social norms?

[00:22:10] Right to really figure out what those things are. And so the way we do that is first way identify

[00:22:16] Common goal for everyone typically this is called a mission but most mission statements are ridiculous

[00:22:22] It's a total disconnect from what the work is, you know, our mission is to change the world. The once it's ephemeral

[00:22:27] Yeah, right there the work that the employees doing is they're serving frozen custard

[00:22:32] So when you say hey when you come to work here to change the world and they're like it's ridiculous

[00:22:36] So they're rolling. They're like, how am I doing it?

[00:22:39] Right giving custard. Yes. Yeah. Look if you're working for the Bill Melinda Gates Foundation, okay

[00:22:44] That's a different story. Yeah, you are safe right, right? But if you're working for the ACME frozen yogurt company

[00:22:49] You know at the store level that there's gonna disconnect. So what I say is bring culture down to the floor

[00:22:55] So instead here's the thing a mission whether it's a mission statement or not

[00:22:59] And by the way, most mission statements are customer facing its marketing jargon

[00:23:03] We should treat a mission like the customer is never gonna see it because it really should exist for people inside the organization

[00:23:09] So to use language where it's there's an aspirational element, but it's down to earth

[00:23:13] So for that frozen yogurt place and say we exist to create moments of joy for people

[00:23:17] Exactly. So then you then you can hold the employee a cannibal. Hey that last transaction of that guest

[00:23:22] What did you do to make it more joyful for them? Right? That's more down to earth

[00:23:26] So we should do that with our mission, but also their values values all the stuff that we sort of care about that's important

[00:23:34] But again people say, you know teamwork and integrity

[00:23:36] It's like your employees even know what integrity actually means

[00:23:40] Like and what it looks like on the floor

[00:23:42] So what I tell people is for every value come up with a list of do's and don'ts

[00:23:47] Actual behaviors that they can wrap their brain around like right

[00:23:49] so if your values integrity, you might say we always tell the truth or

[00:23:54] You know, we only speak kindly of each other. We follow through in our commitments

[00:23:57] Well, this is tangible and we can hold each other accountable and praise people and they do these things if they do those

[00:24:03] Things well then they're showing integrity

[00:24:05] So again, it's about bringing it down to the floor then having lots of rituals

[00:24:09] We're constantly talking about it because if you and I have the same goal and the same ways of being together

[00:24:16] That creates bond. That's what makes us the in group compared to the out group

[00:24:20] And that's what creates loyalty that kind of thing. So that's a huge huge thing

[00:24:24] I know I've kind of been rambling on about it, but no, no, that's cool. We're eating it up

[00:24:28] Yeah, Scott. We love this stuff. I just I just hate people pay lip service to culture

[00:24:33] It's so big and it's so important and when I wrote this last book

[00:24:37] I interviewed all these people who are killing it with hourly workers

[00:24:40] They're getting it right and all of them in some way approach culture at this level

[00:24:44] I mean it gives people reason to be there

[00:24:46] I mean if you work for a nonprofit

[00:24:49] Part of that part of the things you were talking about mission and vision and values and culture had always been about you know

[00:24:56] For like the leukemia and lymphoma society, you know curing blood-borne

[00:25:01] Illnesses so that kids didn't die young right and you can really get behind that

[00:25:06] But unfortunately what happens is when you hide when you get hired into that kind of an organization

[00:25:12] But you don't know about how to raise funds. You just really want to save kids lives

[00:25:18] there's a disconnect between

[00:25:20] achieving the goal and actually wanting to achieve the goal and so what I

[00:25:25] Did some work with the LLS and basically what they had to do is

[00:25:28] Yeah, their culture and their vision and their values were important

[00:25:31] But then they actually had to go out and hire people from the world where they actually sold real business and they had to

[00:25:36] Get people who their value is making money

[00:25:39] And so it's I think I guess my comment is is that not everybody's gonna fit into this and that's okay

[00:25:46] But as long as you're connecting with people and you're making sure that they understand

[00:25:51] This is at least what you try it. You're trying to achieve then it's okay, right?

[00:25:55] I mean you not everybody needs to live this is I guess what I'm asking, right?

[00:26:00] Yeah

[00:26:00] Well look if you have truly defined your culture

[00:26:03] You know who you are and you know who you aren't some people are not gonna fit in that culture, right?

[00:26:08] Some people are the wrong employees some people the wrong customers

[00:26:12] Right not that your customers you need to have the exact same value

[00:26:15] You need kind of defined, you know, can you meet their needs and can they have their needs met without?

[00:26:20] requesting that you sacrifice your own values and

[00:26:24] So but not everybody's gonna fit and that's that's okay

[00:26:26] I mean what makes my wife cool is that she's different from other people

[00:26:31] Right, like she's kind of who I want to be with what makes the sex pistols cool. We're talking about them

[00:26:36] They're not a country Western band and that's okay. They know their lane. They stay in that lane, right?

[00:26:42] Right as you know to do country Western

[00:26:44] It's like you have to figure out what's the best lane for you and who are the best people for you?

[00:26:48] But then really own that and make sure everybody stays in that lane remains part of that culture

[00:26:54] You mentioned the lymphoma leukemia Society. Yeah, so I'm a I'm a two-time cancer survivor myself

[00:26:59] Two totally different cancers separated by decades

[00:27:02] The first one was a lymphoma

[00:27:03] So I did the team in training program where I ran a marathon to raise money for leukemia lymphoma Society

[00:27:09] Well, one of the things that they were really good about doing with us is reminding us why we are doing it

[00:27:14] Like even got a photo of like some little kid battling cancer

[00:27:17] So during my practice runs if I was running for myself or ego I get tired

[00:27:21] But then I would think of that kid or look at the picture had that higher purpose that higher mission

[00:27:25] Right. Mm-hmm

[00:27:26] And that's what made me want to run a little bit longer a little bit farther

[00:27:30] and

[00:27:30] So I think with any organization trying to motivate their employees if you can find some way to connect what they're actually doing

[00:27:36] on an hourly basis to this bigger thing that they actually care about

[00:27:40] Mm-hmm, they're gonna be a bit more engaged

[00:27:43] Wow, I love talking about this stuff because well as a new CHRO

[00:27:47] what I'm trying to do is come up with ideas of how to make the culture an engaging culture and how to make

[00:27:55] The company one where everybody has their hands in and they believe and this is a company that has been around for a while and

[00:28:03] It's reinvented itself a few times and it kind of doesn't need that a little bit

[00:28:08] Because we have very strong leadership that have defined our culture and it's a very strong culture

[00:28:14] But does it achieve what you were talking about?

[00:28:17] Which is actually be able to reach out and kind of talk to each of the people that belong there and the answer is

[00:28:23] I'm not sure but but I will get back to you on that. How about that? Sounds good

[00:28:27] So Scott, thank you so much. This has been a really engaging

[00:28:39] Phenomenal discussion. I think you've kind of opened both

[00:28:42] Dwight in my eyes to the differences in kind of the salaried hourly

[00:28:48] workforce and I

[00:28:50] Think this is probably one of the ones one of the one of the podcast episodes Dwight

[00:28:54] I will basically say I am so enlightened by this conversation. I've never felt like this

[00:29:01] So excellent excellent conversation Scott. Thank you. And if you if you really want to lock that in and maintain that feeling

[00:29:09] By my book

[00:29:13] Right, I'm going to buy your book. Yes called stop the shift show turn your struggling hourly workers into a top performing team

[00:29:19] Or ever books are sold

[00:29:21] I'm only saying that for you because I want you to maintain that feeling for me

[00:29:24] It doesn't matter. I'm gonna be of service to you. I'm going to read your book and

[00:29:29] I am going to hopefully enjoy it as much as I enjoyed this podcast. Thank you very much for being here

[00:29:34] It's a lot of fun. Thanks. Yeah, we appreciate you being here and Dwight. Thank you. Yeah, thank you

[00:29:39] And thank you everybody for listening. Take care and stay safe

[00:29:43] That was the HR data labs podcast

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