Lost Tapes: Employee Recognition

[00:00:00] If the mentors are telling you, Hey, I don't think it's a good place for you to stay, blah, blah, blah. You gotta go, right? You got to, you have to listen to the guidance at this point.

[00:00:07] And trust yourself, trust in your own gut too, right?

[00:00:12] Exactly.

[00:00:13] Because, because what if you're fighting against yourself and you're just scared to take that step?

[00:00:19] I've been here five, 10, 15 years.

[00:00:22] Yep.

[00:00:23] Well, that's scary. The longer you've been in place, the scarier it is to leave.

[00:00:26] Welcome back folks.

[00:00:29] This is a great episode.

[00:00:30] We're really excited and we're talking about employee recognition.

[00:00:35] Before we get into it, like always, how you doing, Walt?

[00:00:38] I am good, man.

[00:00:40] I'm excited to do these episodes and to talk about employee

[00:00:43] recognition and maybe share some examples of some personal stories that we've gone through

[00:00:48] are hard, all of our scene in our experiences, man.

[00:00:52] And I'm just excited for another day, bro.

[00:00:55] How about you?

[00:00:56] Agreed, man.

[00:00:57] Now this is definitely a very important topic.

[00:01:00] It hit us like lightning when we were prepping and we were like, oh, what should we do next?

[00:01:04] What's a good subject?

[00:01:05] What's a good topic or whatever?

[00:01:07] And I forget how we got here, but when we saw it, we were like, yes, that's it.

[00:01:12] Yes, yes.

[00:01:13] We were like, that's the topic, man.

[00:01:15] So, you know, employee recognition, like let's give them a, you know, do you have anything

[00:01:20] like that you could share that good or bad?

[00:01:23] Real quick, I'm sure more examples, but let's go ahead and start it off with something real.

[00:01:27] Right.

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[00:02:29] Let's go.

[00:02:30] Let's go.

[00:02:33] I worked for a manager that, you know, would ask you to do something.

[00:02:39] Like maybe you would run a report and format it and look at all that

[00:02:45] you do all the legwork.

[00:02:47] Right.

[00:02:47] And then when it came time to delivering it, he would say, Oh, don't email

[00:02:52] it to the person that it needs to be delivered to send it to me first.

[00:02:57] And then, you know, I'll email it.

[00:03:00] And so he would, he would make me do that and he would take

[00:03:06] the credit for it at the end of the day.

[00:03:09] How did you find out that they were taking the credit for it?

[00:03:12] He would do it openly.

[00:03:14] He would like the person, like our CFO at the time set out.

[00:03:18] He didn't have an office.

[00:03:19] He just had like a cute, a big cubicle space and he set out in front of

[00:03:24] everyone and accounting at that time.

[00:03:27] And so he would go over there.

[00:03:30] Hey, yeah, I got you that report.

[00:03:32] I got, I did that for you.

[00:03:33] Or I did this.

[00:03:34] And it was just like, he'd do it, say it, just walk over there and just

[00:03:37] let, I'll be like, Oh, so you're supposed to be, you know, you know,

[00:03:42] cool or whatever, but here you are still in your employees credit for stuff.

[00:03:48] Wow.

[00:03:50] You see, and that's, and that's probably a big debate too.

[00:03:52] We could probably have a whole nother show on that because some, some

[00:03:56] managers feel like that's the way it is.

[00:03:58] Like what you do is for me.

[00:04:02] You know what I mean?

[00:04:03] And I take all the credit.

[00:04:05] Like, right.

[00:04:06] Yeah, man.

[00:04:07] I get it now.

[00:04:08] Cause I get it.

[00:04:09] I get it.

[00:04:10] Cause even in working with you, sometimes I could see like how, you

[00:04:15] know, maybe, maybe early on when we first started not anymore, but cause I

[00:04:20] know, you know, you know what it is now, but like you were sensitive to

[00:04:24] that type of thing before, like I could tell, right, but I'm, I'm

[00:04:27] definitely not that manager, man.

[00:04:29] I love my team, you know, like, you know, man, I want my team to do

[00:04:32] better than me, you know what I mean?

[00:04:34] So, so what about you?

[00:04:36] Did you have any experiences, man?

[00:04:38] Sure.

[00:04:39] It's, it's just one for now and then we'll get into, you know, the, what

[00:04:43] we share or our employee recognition takeaways and stuff like that.

[00:04:47] But, you know, and it's, and it's probably cause it's more recent than

[00:04:50] not, and I don't think it was a malicious thing.

[00:04:55] I think it was because again, I have a great relationship with that boss

[00:04:58] and, you know, still I think it's a great relationship even after the

[00:05:03] fact, but it was just, I think it was just a really good lesson in I

[00:05:06] should attract my own stuff and I should have been ready to talk about.

[00:05:12] My own deal, right?

[00:05:13] So review time came around like bonus time came around and you know, this

[00:05:19] boss was like, well, you had a good year.

[00:05:21] You didn't have a great year.

[00:05:23] Yeah.

[00:05:24] And I was like, what?

[00:05:25] I had just implemented something by myself across the whole company.

[00:05:31] You know what I mean?

[00:05:31] Like, actually, and it was, and it was literally employee

[00:05:36] performance and recognition stuff.

[00:05:39] So the irony in it, right?

[00:05:41] Like, and I'm like, and I was, I wasn't prepared.

[00:05:45] So I deserved it.

[00:05:45] I deserved what I got there.

[00:05:47] Cause I was so not prepared to be like, wait, hold on.

[00:05:51] I, I, you know, respectfully, this was my year.

[00:05:55] And that looks pretty great.

[00:05:56] And I should have been able to be like, boom, boom, I did this.

[00:05:58] I did this, you know?

[00:06:00] So, and we'll talk more about that, but yeah, that was it, man.

[00:06:03] That was, that's, that's yeah.

[00:06:05] Yeah.

[00:06:08] But we learn, we live and learn, right?

[00:06:10] We live and learn man.

[00:06:11] Like, and you know, and like some of the, and I'm sure that both of us have felt

[00:06:17] when we get into section one here to talk about common employee frustrations

[00:06:21] regarding employee recognition.

[00:06:24] So let's get right into it with that, man.

[00:06:26] Yeah.

[00:06:27] So, Hey, we're going to talk about section one.

[00:06:30] We're going to talk about different common employee frustrations.

[00:06:34] So number one that we have here is feeling invisible.

[00:06:39] So imagine you put an extra effort in on a project, but it goes unnoticed.

[00:06:45] That is a common frustration, feeling like your hard work is invisible.

[00:06:51] So what would you do in that situation?

[00:06:54] In that situation, you should share your accomplishments, kind of

[00:06:58] what Brian was saying in team meetings or we're one-on-one with your supervisor.

[00:07:03] Yep.

[00:07:03] So in that scenario, when you discuss your achievements, you want to say, Hey,

[00:07:08] I wanted to highlight the success of this recent project.

[00:07:13] It took a lot of teamwork and I'm proud of what we accomplished together.

[00:07:17] Now, what you shouldn't do is you should not keep your mouth closed.

[00:07:22] You shouldn't stay quiet about your achievements and hoping that someone notices.

[00:07:27] Like you have to remember that you are your brand.

[00:07:31] And so we talked about that.

[00:07:33] We said like, Hey, you know, like how some of these organizations, these, these

[00:07:38] big, huge, giant successful businesses, they have their brand in there.

[00:07:43] They're always advertising themselves.

[00:07:46] Right?

[00:07:46] So think about it in that way.

[00:07:48] Like, Hey, you want to advertise your accomplishments, your successes.

[00:07:52] You want to definitely advertise those things to make sure that, Hey, like,

[00:07:56] Hey, you know, I know, I know what I've done and contributed here.

[00:08:00] And I know how I've added value and you want to make sure that you shine

[00:08:04] a light on those things for yourself because it can go unnoticed.

[00:08:09] I like the word politely in here.

[00:08:10] So I see it in here.

[00:08:11] I know it on because that, that I think we have to keep that in mind too.

[00:08:16] Right?

[00:08:16] We can't be arrogant about it.

[00:08:18] I mean, we can't be, but it's going to be to our fault, you know?

[00:08:21] So we should politely, you know, and in, in context, I don't know what, you

[00:08:28] know, the right time for the right.

[00:08:29] Hopefully your team has an opportunity to share these types of things.

[00:08:33] If not, shoot, you might want to blow out an email every now and then.

[00:08:37] And so say, yeah, Hey update guys.

[00:08:40] You know, we did this, you know, awesome.

[00:08:43] Thank you everybody for the, for the, for the, you know, coordination

[00:08:46] and cooperate, blah, blah, blah, blah, blah.

[00:08:48] Like you said, something, something, man.

[00:08:49] Yeah.

[00:08:50] So the next one, spotty recognition.

[00:08:53] So you get praised one week and the next week it's radio silence.

[00:08:59] And it's, it's, it's inconsistent, right?

[00:09:03] They'll praise you on something.

[00:09:04] Maybe you may notice they may praise you on something that they had a hand

[00:09:08] in, but something that you complete yourself is like, you know, whatever.

[00:09:12] And that's just part of your normal stuff that you're supposed to do.

[00:09:15] So as Brian said, what to do in this situation is politely ask for feedback

[00:09:22] during meetings and your one-on-ones.

[00:09:24] How you could do that.

[00:09:25] Let's say this was a scenario.

[00:09:28] I was wondering if we could discuss my recent contributions.

[00:09:32] I love to get your thoughts on how I could continue to excel.

[00:09:38] You can start off the conversation just like that, right?

[00:09:40] Cause you're going there because you can kind of disarm the person

[00:09:44] instead of going in like, you know, full throttle guns blazing.

[00:09:50] Like, you know, coming at the person come to them and you're in this

[00:09:53] it's almost as you're asking them to, Hey, tell me how to improve.

[00:09:58] Tell me where to grow and say, Hey, you know, I accomplished this recently.

[00:10:02] Tell me what I can do better.

[00:10:03] It's all about how you frame it.

[00:10:04] Right.

[00:10:05] You know, so what you don't, what you don't want to do is continue

[00:10:10] getting, getting frustrated and letting that build up without addressing it.

[00:10:15] Because as we know, you can hold on to things just whether it's

[00:10:19] professionally or personally, and you can hold onto those emotions

[00:10:23] and bottle those things up.

[00:10:24] And it's like, it's like those carbonated drinks, you shake them up

[00:10:27] and then the wrong thing will set somebody off and then you

[00:10:31] may have a big mess, you know?

[00:10:33] So you want to be careful with that stuff.

[00:10:35] Another thing you want to understand in this situation about an employee

[00:10:41] frustrations is having unclear expectations.

[00:10:46] So imagine you're an employee and you don't know what's expected of you.

[00:10:52] Right?

[00:10:52] You're just kind of there.

[00:10:53] You're just placed in this position and they say, Hey, do work.

[00:10:56] Okay.

[00:10:56] What do I do?

[00:10:58] How do I do it?

[00:11:00] You know what I'm saying?

[00:11:00] Like almost before I pass it to you, I'm going to set it up with

[00:11:04] something that you I've heard you say.

[00:11:06] I'm sure other people say it, but you said, Hey, I don't want to,

[00:11:08] I just don't want to tell you to go fish.

[00:11:10] I want to show you how to fish.

[00:11:12] So go ahead, Brian.

[00:11:14] Yeah, no, that is so true and unclear expectations.

[00:11:18] Not, and this is what made me think of it.

[00:11:20] Imagine not knowing what's expected of you leading to confusion and stress.

[00:11:24] And so I got hired one place to be payroll manager.

[00:11:29] And when I got there, there's a small shop and payroll was kind of already stabilized.

[00:11:38] And so I was like, what am I doing?

[00:11:44] You know what I mean?

[00:11:44] What is it that they expect from me?

[00:11:47] What are my expectations?

[00:11:48] And literally like, I remember, you know, some like, like in the first

[00:11:54] week, I didn't get any formal, what do we call it?

[00:11:58] Orientation training.

[00:12:00] There was nothing.

[00:12:01] They literally just sat me down, gave me all the log.

[00:12:04] It gave me gave me the access to everything and was like, go to work.

[00:12:08] Have at it.

[00:12:09] Have at it.

[00:12:09] I'm like, what?

[00:12:10] This is the first week there.

[00:12:12] Yeah.

[00:12:13] You have to set some type of guidelines and expectations.

[00:12:15] And this is more on the employer side of things, but if you're the

[00:12:19] employee, that's the outcome.

[00:12:21] You get frustrated.

[00:12:22] You're, you're, you're confused.

[00:12:24] You get, you're stressed out now because now you don't know what

[00:12:26] the expectations are and you don't know if you're doing good or bad.

[00:12:29] Yeah.

[00:12:30] You know what I mean?

[00:12:30] And I remember, I remember the, excuse me.

[00:12:34] I remember like one of the employees was kind of spying on me and, and

[00:12:38] told my boss, oh yeah, he's not doing anything.

[00:12:40] He's like shopping on Amazon.

[00:12:43] And so, and my boss brought it up and they're like, and the

[00:12:47] boss is like, oh, you real like nonchalant laxatives, whatever

[00:12:51] you real laid back.

[00:12:52] And I'm like, what is it that you want me to do?

[00:12:54] I'm looking at payroll.

[00:12:55] Payroll doesn't run until next week.

[00:12:57] So that's when you actually look at it.

[00:12:59] You know what I mean?

[00:13:00] I am reviewing with the PR.

[00:13:01] I am asking, I'm starting, you know, but there's only so much of it.

[00:13:04] It's a small shop, like, you know, and a story, uh, the, the, the,

[00:13:10] the rest of that can be another time or whatever, but that, that was

[00:13:14] the, that was the, the, the, like the heart of it was like, you know,

[00:13:17] why am I, what am I doing?

[00:13:19] And now you gonna, now you pulling me in to talk about.

[00:13:23] I'm not doing any, you didn't give me, you didn't give me now one run through.

[00:13:29] There was no nothing, nothing.

[00:13:32] So, so let me ask, let me ask you, I know, I know I've heard you say.

[00:13:37] You use the quote, right?

[00:13:39] This quote before that how you do anything is how you do everything.

[00:13:43] Yep.

[00:13:43] Right.

[00:13:44] And so with that in mind, what'd you say to that experience at

[00:13:48] the job got better or was it more of the same because that's how they

[00:13:52] started you off.

[00:13:54] So it, it honestly, it was leadership at that, in that, in that situation

[00:13:59] and the leaders did change.

[00:14:00] Okay.

[00:14:01] See?

[00:14:01] Yeah.

[00:14:02] Yeah.

[00:14:03] Okay.

[00:14:03] All right.

[00:14:04] So what to do when you have these unclear expectations, right?

[00:14:08] You want to have handed conversations with your

[00:14:11] supervisors about expectations.

[00:14:14] We can go into that scenario saying like, Hey, I want to make

[00:14:17] sure I'm meeting expectations.

[00:14:19] Can we go over what you're looking for in terms of performance?

[00:14:23] Right.

[00:14:23] Simple.

[00:14:24] You can start off with this, that what not to do is just assume that

[00:14:27] everything is fine without seeking clarification because to Brian's story

[00:14:34] or his situation that he shared with us in that situation, you see how

[00:14:41] Brian's supervisor and coworker like kind of just like got on him for

[00:14:47] not doing any apparently doing anything.

[00:14:49] That's what most situations happen, right?

[00:14:52] That in most situations, that's what happens.

[00:14:53] Right?

[00:14:53] Like you, you have the, when you get in trouble, I'm like, Hey,

[00:14:57] don't tell me to do anything.

[00:14:58] You didn't tell me, you didn't explain that they don't care what

[00:15:02] your answer is.

[00:15:02] All right.

[00:15:02] Hey, you need to come to me and, and, and, or it was very early on.

[00:15:07] This is not working out.

[00:15:08] You're fired.

[00:15:08] Got to let you go.

[00:15:09] Could have been as simple as that.

[00:15:10] Like wait, whoa, whoa, whoa, what?

[00:15:11] And too late.

[00:15:13] Yep.

[00:15:13] So don't assume that everything is fine.

[00:15:16] You want to say something.

[00:15:18] And again, this is your brand that you're protecting.

[00:15:21] You're protecting yourself.

[00:15:22] See why, as they say in payroll corporate America world.

[00:15:26] Yep.

[00:15:27] All right.

[00:15:28] And then the last one of the common employee frustrations is

[00:15:32] feeling undervalued and you're going to feel this way if you're

[00:15:36] not getting the proper recognition.

[00:15:38] You know what I'm saying?

[00:15:39] It's never good to have somebody stealing your credit, taking your

[00:15:44] work.

[00:15:44] I've seen other situations where two people were responsible for

[00:15:48] working on something and then one person did the majority of the

[00:15:52] stuff and they ended up taking credit.

[00:15:55] Like in the meetings, like, Hey, yo, yeah, I did this.

[00:15:57] I did this part.

[00:15:58] I did that.

[00:15:59] And what's their name only helpful with this or what's

[00:16:02] his name only helpful with that?

[00:16:03] So, you know, yeah.

[00:16:04] So people were stealing the other people's shine.

[00:16:07] So feeling undervalued.

[00:16:10] You can, you can feel that.

[00:16:12] You can, you think constantly, you're constantly thinking about

[00:16:16] feeling like your efforts don't matter.

[00:16:18] It's in this very demotivating, right?

[00:16:20] And it'll cause you to not want to do the work or to do the

[00:16:23] bare minimum, especially for you.

[00:16:25] If you're a high performer and somebody is constantly doing this

[00:16:28] to you, it'll make you want to not do anything.

[00:16:31] Yeah.

[00:16:32] Yeah.

[00:16:32] For real.

[00:16:33] And they're going to see that reflected in your work potentially

[00:16:36] and it's going to harm you.

[00:16:38] So what to do in this situation when you're feeling undervalued,

[00:16:43] you want to express that.

[00:16:44] You want to express those feelings to your supervisor and with the

[00:16:48] focus on the impact of the lack of recognition, right?

[00:16:53] So in this scenario, and you can say it's like, Hey, I've been

[00:16:56] feeling a bit undervalued lately.

[00:16:59] I believe recognition could boost morale and motivation for the team.

[00:17:05] Right.

[00:17:06] And what you don't want to do is like keeping your emotions

[00:17:10] bottle up again, without addressing them because they're, like I said,

[00:17:15] going back to those carbonated drinks, you shake it up.

[00:17:20] It's going to create a mess.

[00:17:21] It's like, those things bubble up.

[00:17:26] Those things bubble up in you.

[00:17:29] Right.

[00:17:30] And we're all human.

[00:17:31] We all can have these frustrations at work.

[00:17:34] Yes.

[00:17:35] You know, you should never just hold on to stuff.

[00:17:37] I know there's a time and a place for everything, but you know, it's

[00:17:42] better to think about it rationally and talk about it when you're in

[00:17:47] a rational mindset and then something causes you to go off and you're

[00:17:54] just popping off on everybody.

[00:17:55] You know, you don't want that.

[00:17:58] Yep.

[00:18:00] All right.

[00:18:00] So section number two, navigating tense conversations about

[00:18:06] employee recognition, right?

[00:18:09] Level up a little bit here.

[00:18:10] Yeah.

[00:18:10] Yeah.

[00:18:10] You may have some situations where you go to have a conversation and it's

[00:18:15] tough, the person might be tough to talk to the person that you're communicating.

[00:18:19] Toxic.

[00:18:20] Toxic.

[00:18:20] Toxic environment, toxic forces.

[00:18:22] Yep.

[00:18:23] Yep.

[00:18:23] So this is something to think about, right?

[00:18:25] These are just a few tips and things to think about when it comes to

[00:18:30] navigating these tense conversations.

[00:18:33] So first of all, both parties, but you, especially as the employee,

[00:18:38] you want to make sure that you are open.

[00:18:40] You are open to communication.

[00:18:43] You want to imagine what that's like having an open conversation about

[00:18:48] recognition without having fear or repercussions, right?

[00:18:53] So you want to be mindful of that.

[00:18:55] You want to make sure that you also temper your expectations because

[00:19:00] if this boss has always been here and has always been like that, and you

[00:19:05] say something to them and stuff like that before, you may want to just

[00:19:10] realize like, Hey, okay, maybe the situation I'm in is not, you know,

[00:19:14] there's not a change in leadership or a change in HR or whatever.

[00:19:18] Like maybe it's time for me to move on.

[00:19:21] Like I'm not telling you to quit, but you may want to consider

[00:19:23] your options here, right?

[00:19:25] So going back to open communication, try to be open-minded and you

[00:19:31] go in an open-minded, may disarm the person you're trying to talk to anyway.

[00:19:36] So another tip for employees is choosing the right time and place

[00:19:41] for discussions, perhaps doing a performance review or a one-on-one

[00:19:45] meeting, those would be the perfect settings to do it.

[00:19:48] You may not want to like, it depends on the situation you're in, right?

[00:19:53] You may not want to bring it up in front of everybody or it depends.

[00:19:58] Yeah, it depends, right?

[00:19:59] You know, it depends on the scenario and the situation, but you want to

[00:20:04] make sure you choose the right time and place, right?

[00:20:07] Like, you don't, you may not want to do it during a town hall meeting

[00:20:11] or a company-wide meeting and then talk about it on there.

[00:20:15] I don't know if you want to do that or not, but just try to

[00:20:19] choose the right time.

[00:20:20] That's the Jerry Maguire, right?

[00:20:22] You got to, you got to be careful.

[00:20:23] You're not trying to Jerry Maguire it.

[00:20:27] Yeah, for real.

[00:20:28] And you want to, when you go into these conversations, you

[00:20:31] want to provide specific examples.

[00:20:35] You don't want to go in just saying like, Hey, because people

[00:20:38] are going to want proof, right?

[00:20:40] They're going to want and say, okay, give me an example of what

[00:20:42] you're talking about, what I do about how we don't recognize you or we

[00:20:45] don't give you your credit when credit is due.

[00:20:49] You want to make sure you have a business case, right?

[00:20:52] You want to have a bulletproof business case when you go and have

[00:20:57] these conversations with someone because if they can poke holes in

[00:21:01] your argument and say, Oh, you know, whatever, and they still may try

[00:21:04] to either, even if you have legit examples, they still may try to

[00:21:09] like poke holes in it.

[00:21:10] So you want to try to be as bulletproof as you can and

[00:21:12] having these examples ready.

[00:21:14] Another tip for employees is a bare list of your achievements.

[00:21:18] As Brian said, to discuss during the performance reviews, our

[00:21:21] feedback sections, you know, have your notes, have those

[00:21:25] copious notes written down, write down your accomplishments,

[00:21:29] your achievements, things that you even, even some of the

[00:21:32] low hanging fruit.

[00:21:33] Like sometimes people can just say like, Oh, that's, you

[00:21:36] know, you always do that.

[00:21:38] And they kind of just rub it like, kind of just

[00:21:41] rushing off like, Oh, Brian always maintaining

[00:21:44] maintaining as a feat as well.

[00:21:45] Right.

[00:21:46] If I've stabilized something and I keep it stabilized, that is

[00:21:49] what do you say?

[00:21:51] Brian, you said it sometimes I make this look too easy.

[00:21:54] Yeah.

[00:21:55] Yep.

[00:21:55] And so like, so sometimes people can get just so used to you

[00:21:59] doing it and providing it or delivering that service and they

[00:22:04] don't give you the recognition for it in that way.

[00:22:07] Right.

[00:22:08] You'd be like, Hey, you know, if I didn't do this, it would be a mess.

[00:22:12] If my team didn't do this, it would be a mess.

[00:22:15] You know, so, you know, so another thing is like, you want to seek

[00:22:19] feedback, you want to get be open again to receiving constructive

[00:22:24] feedback in order to grow and improve because you also want to

[00:22:30] think, and this is, this may be a question that's not on here,

[00:22:32] but what if, what if somebody is doing something that's a part of

[00:22:38] their job description that's normal?

[00:22:41] And they're just like, Hey, that's a part of your job.

[00:22:45] That's what you're supposed to do.

[00:22:47] It's not a implementation.

[00:22:48] We're implementing the news, sir, software or adding to our tech,

[00:22:53] tech stack or anything like that.

[00:22:55] And they're just like, Hey, everybody does the same thing.

[00:22:58] Like, you know, thank you for doing your job.

[00:23:03] So that's how some employers come at it.

[00:23:05] But I think still as an employees, you still want to be told that

[00:23:09] you're doing a good job, whether it's a part of your normal daily

[00:23:14] functions or if you, if you're doing a project, a one off project or some

[00:23:21] type of implementation or whatever type of line of work that you're in.

[00:23:24] Right?

[00:23:24] Yeah.

[00:23:25] It's like, do I meet expectations or am I exceeding expectations?

[00:23:30] And both you want to know, right?

[00:23:32] I mean, all three, you want to know all of it, right?

[00:23:34] A good employee wants to know if they're not meeting expectations either.

[00:23:37] So they can meet expectations.

[00:23:39] So, yeah, I don't think there's anything wrong with understand.

[00:23:42] Hey, it just may be, Hey, you meet expectations.

[00:23:44] Thank you.

[00:23:45] We appreciate that.

[00:23:46] You know what I mean?

[00:23:47] And, and, Hey, nothing wrong with that.

[00:23:49] Cause if that's solid, that's solid.

[00:23:52] It's very solid.

[00:23:53] Right.

[00:23:53] And I think like to your point, like Brian, just like you just said,

[00:23:59] a good employee is going to want to make sure that they're doing a

[00:24:01] good job for their employers.

[00:24:03] Like, Hey, am I doing good?

[00:24:05] That kind of segues into this last tip that I had before I passed it

[00:24:08] off to Brian now.

[00:24:10] So yeah, for real, for real.

[00:24:12] You want to, maybe you want to ask a question or start off the

[00:24:15] conversation like, Hey, what can I do to enhance my performance?

[00:24:19] That will encourage a two way conversation.

[00:24:23] Absolutely.

[00:24:24] You want to be careful.

[00:24:26] It would not careful, but you want to be mindful of how

[00:24:28] you go to people, right?

[00:24:30] One of the things that I learned from crucial conversations, I

[00:24:34] listened to the audio book and read the hardcover as well.

[00:24:39] One of the things that they said is that you want to make sure that

[00:24:42] you go to people, not go at people.

[00:24:45] Yes.

[00:24:46] So even if you're the employee who's looking to get more recognition

[00:24:50] for you and your coworkers, right?

[00:24:53] Because if that is the case and everyone's not getting recognized there,

[00:25:00] you speaking up, maybe, you know, the, the, the start, the first

[00:25:05] domino that causes the thing to change.

[00:25:07] Right?

[00:25:08] So just because somebody else may not say anything doesn't

[00:25:13] mean that you shouldn't.

[00:25:14] Right?

[00:25:15] So you want to be careful about that and then I'm going to pass

[00:25:18] pass it over for Brian to finish this out.

[00:25:21] Thank you, sir.

[00:25:22] Thank you.

[00:25:22] Thank you.

[00:25:23] And I love how this is repeating it.

[00:25:25] Like, you know, what do we prepare a list of your achievements

[00:25:29] to discuss performance reviews?

[00:25:31] And that's going to, you know, spoiler alert.

[00:25:33] That's my big takeaway.

[00:25:34] Like, you got to keep that list of stuff.

[00:25:37] So section three, we talk about what employees should do if their

[00:25:41] employer doesn't change, right?

[00:25:44] We talked about, right?

[00:25:45] The first two things we talked about, look, these are the

[00:25:47] frustrations, these how you fix it.

[00:25:49] But what if now the employer is not budging, they just, it's

[00:25:52] toxic and it's not going to change.

[00:25:55] So let's, let's, and again, boom, self advocacy is the first tip.

[00:26:00] Imagine advocating for yourself by showcasing your skills and

[00:26:03] achievements.

[00:26:05] Yeah.

[00:26:06] You got to do that.

[00:26:06] Right?

[00:26:07] At this point, it may be just a resume build, you know what I mean?

[00:26:13] At this point, cause if they're not going to change, right?

[00:26:15] This is your last ditch effort to like, and maybe, you know,

[00:26:20] unfortunately this, I don't know if it's in here or not, but

[00:26:24] something we, you know, we might want to, yeah, it's in here.

[00:26:26] So we'll get to it.

[00:26:27] So again, self advocacy, right?

[00:26:29] Keep a record of your accomplishments to share during performance

[00:26:33] evaluations or when discussing career growth.

[00:26:36] Yes.

[00:26:37] Like they knew I was coming.

[00:26:42] Documentation, the duh, right?

[00:26:44] Think about keeping a record of achievement.

[00:26:46] Yeah.

[00:26:47] All the time.

[00:26:48] The tip is that yes, keep a record and ongoing records.

[00:26:51] And it's because, and we don't think about it until the resume

[00:26:55] point is they, Oh, I got to get my resume together.

[00:26:57] Now I gotta think back on all these things that I did and

[00:26:59] blah, blah, blah.

[00:27:00] And it's hard then, right?

[00:27:02] It's hard to remember what you did all year long or however many

[00:27:06] few years that you haven't updated your resume, right?

[00:27:10] So that's perfect, man.

[00:27:12] Because most people, most people don't update their resume until

[00:27:16] they'll, it's time for them to shift.

[00:27:18] Exactly.

[00:27:19] Or move on.

[00:27:20] Exactly.

[00:27:21] It's not that it's too late, but you, you're going to, you're

[00:27:24] bound to forget things.

[00:27:26] Oh, absolutely.

[00:27:27] Um, you know, I did have a few recruiters over the years that

[00:27:32] help, they help you dig out those nuggets, right?

[00:27:36] They have a long interview with you and they help you dig out

[00:27:39] those nuggets and they'll update your resume accordingly.

[00:27:42] And then cause they're right there if they're good recruiters,

[00:27:44] right?

[00:27:44] They're in it for a gain and they need to do this.

[00:27:47] But anywho, so self-advocacy, right?

[00:27:51] So if it's, if things are not changing, okay.

[00:27:54] Keep a record of what you're doing well.

[00:27:57] Even maybe even the crucial time, like, oh wow, they, they,

[00:28:00] they think I did this poorly, but here's the scenario, right?

[00:28:03] And then you can, you know, document that as well, because

[00:28:06] that may be a great interview.

[00:28:07] That may be a good exit interview share, right?

[00:28:10] Cause if you're leaving, right?

[00:28:11] We're at this point, we're really thinking about leaving and they

[00:28:15] may exit interview and they may say, well, why are you leaving?

[00:28:19] Boom.

[00:28:19] Here's my long list of why I'm leaving.

[00:28:22] You know what I mean?

[00:28:23] And the things that didn't happen for me, especially if

[00:28:26] you documented those things before I even had those

[00:28:28] conversations.

[00:28:29] That's right.

[00:28:30] Like, yes, like his record of every conversation years ago on

[00:28:33] this day, this manager, whoa, that's that'll be impactful.

[00:28:38] Right?

[00:28:39] So look, it may not change anything right then and there,

[00:28:42] but you could be a catalyst for change at that company.

[00:28:45] You know, maybe, maybe that leader, maybe that's the straw that kind

[00:28:49] of does it for that leader.

[00:28:50] And then they realize they got to let that leader go.

[00:28:52] Right?

[00:28:53] What do we see on, on, on, on LinkedIn all the time?

[00:28:55] We don't leave jobs.

[00:28:56] We leave managers.

[00:28:58] Right.

[00:28:59] So the next tip is seeking support.

[00:29:03] Yes.

[00:29:04] Imagine seeking support from colleagues or mentors

[00:29:06] when feeling undervalued.

[00:29:08] Yes.

[00:29:08] This was, this was the bit I was jumping ahead too, because you may

[00:29:12] have to go to HR, right?

[00:29:14] You may end up, right.

[00:29:15] If HR is HR, we got it.

[00:29:18] We got to keep in my HR is works for the company still.

[00:29:21] Right.

[00:29:22] So they want to balance this out.

[00:29:23] They really want to impact some change.

[00:29:26] If you're coming to HR and saying, Hey, I'm being mistreated.

[00:29:29] I'm being undervalued.

[00:29:31] They want, they need to address that.

[00:29:33] Right.

[00:29:34] One of the, one of the things that I like under seeking support,

[00:29:37] you see how it says the tip for seeking support.

[00:29:40] What's the one word that's there?

[00:29:42] Trusted.

[00:29:43] Trusted colleague.

[00:29:44] Yeah.

[00:29:45] Or mentor.

[00:29:46] Yeah.

[00:29:47] So, yeah, cause you don't want, you gotta be careful who you go to.

[00:29:51] We talk about this in another show, right?

[00:29:53] Making friends at work and how delicate that could be.

[00:29:57] And this is one of those reasons because if you don't have a good

[00:29:59] friend, then you don't, don't tell them because then they're going

[00:30:02] to go twist that story around first.

[00:30:05] They're going to, right.

[00:30:06] Who knows what damage they could do.

[00:30:08] At no matter what type of office you're at, whether it's a corporate

[00:30:12] office or whatever, like the rumor mill is a real thing at the office.

[00:30:18] Right.

[00:30:18] Oh, absolutely.

[00:30:20] If you, if you tell somebody something that, you know, you have those

[00:30:23] chatting calls and chatty Cathy's or whatever, like you have those people

[00:30:29] and you tell them your frustrations and next thing you know, your

[00:30:33] business is in the streets as I say.

[00:30:35] Right.

[00:30:36] Mm.

[00:30:37] Exactly right.

[00:30:39] Trust it.

[00:30:40] Trust it.

[00:30:41] Mentors for it.

[00:30:43] Yes.

[00:30:43] No, because

[00:30:44] Yes, it's so true.

[00:30:45] You know, I have my experience with some pretty shady HR teams and you

[00:30:52] go to try to say something like, Hey, you know, my supervisor did this

[00:30:55] or this person did that and they're, and then they're in there, you

[00:30:59] know, talking crap about you and talking down on you and stuff like that.

[00:31:03] Man, come on.

[00:31:04] Yeah, that's bad.

[00:31:05] That's a bad HR department.

[00:31:08] Toxic environments, right?

[00:31:09] Yep.

[00:31:09] So, and so at that point you might want to really picture considering

[00:31:14] an alternative employment if recognition issues persist really.

[00:31:19] So, you know, there's no right way to do it, man.

[00:31:22] It's these are things that you got to feel like you

[00:31:24] really have to trust your gut.

[00:31:25] You have to prey on it.

[00:31:26] Whatever your process is, you have to trust that process

[00:31:28] and execute accordingly.

[00:31:30] If, if the mentors are telling you, Hey, I don't think it's a

[00:31:32] good place for you to stay, blah, blah, blah.

[00:31:34] You gotta go, right.

[00:31:35] You got to, you have to listen to the guidance at this point and

[00:31:39] trust yourself, trust you in your own gut too.

[00:31:41] Right.

[00:31:42] Exactly.

[00:31:43] Because, because what if you're fighting against yourself and you're

[00:31:47] just scared to take that step?

[00:31:49] I've been here five, 10, 15 years.

[00:31:52] Yep.

[00:31:53] Oh, that's scary.

[00:31:54] The longer you've been in place, the scarier it is to leave.

[00:31:56] Then the scarier am I like, Hey, it's going to be a lateral move.

[00:32:00] If I move like, well, for some people, even a lateral move will be

[00:32:04] better because they feel like, Hey, it's a better work environment.

[00:32:07] And I make, and I make what I'm making now and I'm still able to pay my

[00:32:10] bills and support my family.

[00:32:12] Yeah.

[00:32:13] Whatever, whatever the situation or the circumstances are, the

[00:32:17] details are in that situation.

[00:32:19] Everybody's situation is different.

[00:32:21] So you got to do what's right for you.

[00:32:23] And you'll know like, what's that saying?

[00:32:26] But all the old heads tell us man when you're tired of being sick and tired.

[00:32:30] Yeah, you go.

[00:32:31] Yep.

[00:32:31] That's right.

[00:32:32] That's right.

[00:32:33] Yeah.

[00:32:34] Yeah.

[00:32:34] And so, you know, and just, just to round that out, it's, it's reflect on

[00:32:38] your values and your career goals at that point, because again, if it's in

[00:32:41] a toxic place, that's it.

[00:32:44] And if recognition is not working there, you may want to explore other

[00:32:46] opportunities and align better with your aspirations and just being happy

[00:32:51] at work, which is important, you know?

[00:32:53] So the last one here as we round out employee recognition is cultivating

[00:32:59] a culture of recognition, right?

[00:33:01] If you're a leader, right?

[00:33:03] Importance of leadership.

[00:33:05] Imagine having leaders who set the tone for appreciation and acknowledgement.

[00:33:10] That is amazing.

[00:33:11] And if you are a leader, you need to do this, right?

[00:33:14] And some of the tips with employees is really express your appreciation

[00:33:18] when leaders do recognize your efforts and they do have the positive

[00:33:23] reinforcement and encourages a culture of recognition.

[00:33:25] Like if they're doing these things, if you're in a good place, man, be

[00:33:30] thankful, like, you know, share that, right?

[00:33:34] Share that appreciation.

[00:33:37] You said it because like I totally agree with you on that statement

[00:33:42] because like you may already have a boss that gives you all the

[00:33:47] accolades and all the recognition that you want, but sometimes, you

[00:33:52] know, we as employees is always just, that's just my boss or whatever,

[00:33:55] you know, and they forget the human aspect of that because what

[00:33:59] of this person is like, Hey, they do go above and beyond to make sure

[00:34:03] that everyone gets their accolades and gets their praise, but then

[00:34:06] they're just like, Hey, you know, my team doesn't appreciate it,

[00:34:10] you know, or whatever, and they can feel some type of way.

[00:34:14] So it kind of works both ways.

[00:34:15] That's why it's called a work relationship, right?

[00:34:17] Whether they're your peer or subordinate or your superior, right?

[00:34:22] Like you need to really, like I said, like it says here, it's

[00:34:26] really important to understand leadership in this case.

[00:34:30] Yeah, absolutely.

[00:34:32] Absolutely.

[00:34:32] You know, express that appreciation to your leaders, you know, and

[00:34:36] if they implement recognition programs, right, be thankful for that.

[00:34:41] If you're a leader, think about a positive impact of

[00:34:44] structured recognition programs, right?

[00:34:47] If your company doesn't already have this, I think as an

[00:34:50] employee or a leader, if your company doesn't have this right

[00:34:53] now, you all can be the catalyst for change at that company.

[00:34:59] Start talking about it, start socializing it, right?

[00:35:02] Because a business case doesn't always have to start off with a strong,

[00:35:07] like here's my documentation, push it in your face.

[00:35:10] This is what you got to do.

[00:35:12] Now we want this now.

[00:35:14] No, you can start by socializing it, talking about it, just

[00:35:19] planning that seed, having conversations with leaders that

[00:35:22] might be receptive, having those conversations with HR.

[00:35:26] Hey, we should have an employee recognition program.

[00:35:30] I recognize that this company doesn't have it, you know, and

[00:35:34] then it would be great for morale.

[00:35:36] You know, an easy business case win is that it adds value without

[00:35:43] having to pay people more money.

[00:35:46] Right?

[00:35:46] So if retention is a problem, this is definitely an easy solve.

[00:35:52] Well, it's one of them.

[00:35:54] It's a tool in it.

[00:35:55] It's not end all.

[00:35:57] So, and if you have it, right?

[00:35:59] If your company has it and you're not thinking about it, you need to

[00:36:02] actively participate in any recognition programs that your company has.

[00:36:07] Right.

[00:36:07] And encourage your peers to do so.

[00:36:09] Like you can't complain about the program, the company, but then not

[00:36:15] participate in trying to make it better.

[00:36:17] Right.

[00:36:18] As we near the end of this episode, we like to extend our

[00:36:21] heartfelt gratitude to you for listening.

[00:36:24] Before we sign off here are a couple of quick things.

[00:36:27] Don't forget to follow it's about payroll on LinkedIn, and it's about

[00:36:30] your paycheck on Facebook and TikTok.

[00:36:33] We love engaging with our audience and you'll be able to receive exclusive

[00:36:37] updates and behind the scenes content.

[00:36:40] Thank you for being a part of our payroll community and thank you

[00:36:43] for being a part of this journey with us until next time, keep learning,

[00:36:47] keep growing, and most importantly, keep going.

[00:36:51] Because we're all a catalyst for change at these companies and our companies.

[00:36:54] And if we're not being assertive with that, then you're not really contributing.

[00:36:59] Yes.

[00:37:00] Yes.

[00:37:00] You're absolutely right.

[00:37:01] Participation is needed.

[00:37:03] Yes.

[00:37:04] I get that you're frustrated.

[00:37:06] I get that historically at the job you're at, they haven't been doing

[00:37:10] this and maybe they're, maybe you're a little bitter because of it.

[00:37:13] Maybe you have some resentment towards your peers or your supervisors

[00:37:18] or your employer and you ever meet those people that are like, Hey,

[00:37:22] you know, I don't you say anything.

[00:37:24] Nah, I'm not going to say anything.

[00:37:25] It's always been like that here.

[00:37:26] Nah, I'm just being like, you're just one of those people who are

[00:37:28] just like, you know, just in a bad mood because of exactly what you,

[00:37:32] but you refuse to leave and you don't move on.

[00:37:36] And so you stay there and it's not a, it's not, it's not a good,

[00:37:41] it's not, it won't be a good experience for anyone.

[00:37:43] You are those people that you work with.

[00:37:46] Right.

[00:37:46] So, yep.

[00:37:48] Yep.

[00:37:48] It's a good one.

[00:37:49] Yeah, it's a good one.

[00:37:50] And just to sum it all up, invest in yourself and keep a record of

[00:37:57] keep of key accomplishments, all the important things you've done.

[00:38:01] Keep a record of it.

[00:38:03] Keep an ongoing like in real time, right?

[00:38:05] Even if it's just a piece of paper, it's just a word document

[00:38:08] that you dump on and just add notes to.

[00:38:10] There's a ton of tools out there, folks, all you want to do.

[00:38:14] Right.

[00:38:14] And I kind of even, I started jotting it down some thoughts, like maybe the

[00:38:18] task, the timeline that it took to do what was involved and the impact

[00:38:23] that it had on the organization.

[00:38:25] Those are four quick things, right?

[00:38:26] That you could just keep a track of every time you do something, fill

[00:38:30] out those kind of bullet points, you know, say it again, it was the

[00:38:35] task that you did, right?

[00:38:37] The time it took you to do it.

[00:38:39] The, and like the, what was the other one?

[00:38:42] I just said something that I forgot already, the impact that

[00:38:44] it had on the organization.

[00:38:47] So that's some way to just kind of, you know, document this stuff.

[00:38:51] And again, encourage everyone to be proactive in seeking recognition

[00:38:55] and contributing to a positive workplace.

[00:38:58] Right.

[00:38:58] I think one of the,

[00:39:00] Yeah.

[00:39:00] It says everyone, everyone.

[00:39:03] So that means you, me, everyone has to take an active role in this.

[00:39:09] Absolutely.

[00:39:10] Absolutely right.

[00:39:11] Yeah.

[00:39:11] Everyone needs to contribute to, oh, that's what I was going to say.

[00:39:16] Like we just recently had a holiday, you know, mixer of some sort.

[00:39:22] And we were just lucky, like no matter, it's an amazing thing.

[00:39:26] And, and shout out to our current CEO because everybody at, it doesn't

[00:39:34] matter what level or who hired them at this point, but everybody says this,

[00:39:40] the people here are amazing to work with.

[00:39:43] Yeah.

[00:39:43] The people here are amazing to work with.

[00:39:46] Right.

[00:39:47] I don't know how he did it, but he is getting the right people

[00:39:51] on the bus at every level.

[00:39:53] Right.

[00:39:54] And when I say on the bus folks, I refer to this book by Jim Collins

[00:39:58] called good to great.

[00:39:59] It talks about how companies go from good to great, right.

[00:40:03] And the strategies to get there.

[00:40:05] And one of them is getting the right, they call it a, like,

[00:40:08] imagine the company as a bus and we need the right people on the

[00:40:11] bus to go where it needs to go.

[00:40:13] Right.

[00:40:14] Now the right, the reason why we say the right people on the

[00:40:17] bus, cause if the destination changes, the right people on the

[00:40:22] bus aren't going to care.

[00:40:23] They're going to say no problem and just kind of roll with it.

[00:40:26] Right.

[00:40:26] Whereas the wrong people are going to be like, no, no, no, no, no.

[00:40:29] We have to go there.

[00:40:31] No, we don't.

[00:40:31] We just made a decision as a collective that we're not going there.

[00:40:34] There'll be like the kids that like, are we there yet?

[00:40:37] Are we there?

[00:40:37] Yeah.

[00:40:38] Exactly.

[00:40:39] Clearly you're not working so you don't know what.

[00:40:43] So, you know, again, it is just the last thing, encourage everyone

[00:40:47] to be proactive in seeking recognition and contributing to a positive workplace.

[00:40:52] If we, you know, a lot of times we spend more time, even if you work from home,

[00:40:58] you're spending more time dealing with your job than you do with your

[00:41:01] family in some instances.

[00:41:03] So you want it to be a positive experience.

[00:41:06] You know what I mean?

[00:41:07] So yeah, that's it folks.

[00:41:09] We hope you anything else before we lock it up?

[00:41:11] No, we'll have some additional resources for further reading some

[00:41:16] links that you can read that may help you.

[00:41:19] Forbes, how to advocate for yourself at work.

[00:41:21] Nice.

[00:41:23] Six scripts to help you talk to your boss about recognition.

[00:41:26] Oh, that's awesome.

[00:41:27] SHRM has a nice article, the power of employee recognition.

[00:41:31] Harvard business review, how to give your team the right kind of praise.

[00:41:35] Oh, that's dope.

[00:41:36] Forbes again, eight impactful ways to thank your employees and gallop

[00:41:40] why employee recognition is so important.

[00:41:42] So we'll have all those added to the show notes as well, but they

[00:41:46] can be helpful for employees and employers.

[00:41:49] Oh yeah.

[00:41:49] No, those are great.

[00:41:50] Those are really great folks.

[00:41:51] Those are go check that out.

[00:41:53] Those look awesome.

[00:41:54] And one of them made me think about something that I forgot to say.

[00:41:57] And you know, we're talking about recognition, recognition, recognition,

[00:42:00] but be careful if you're a leader, right?

[00:42:03] Be careful.

[00:42:04] And even if you're an employee and you're your, your, your

[00:42:08] leader period, right?

[00:42:10] You don't want to overdo it where it's white noise now, right?

[00:42:14] Every day you're like, you're great.

[00:42:16] You killed it.

[00:42:17] Yeah.

[00:42:18] And just like, cause now if you're doing that all the time, then that becomes

[00:42:23] the norm and like the employees really don't know, you know, are you

[00:42:26] just yestiming to death now or?

[00:42:29] So not every employee, not every employee.

[00:42:33] You have to know the people that you like that in your audience too.

[00:42:36] Right.

[00:42:37] Because you may have somebody that you tell them, you tell them once

[00:42:42] that, oh, you're doing a great job.

[00:42:44] But then if you tell them, tell them once a day or once a week,

[00:42:48] oh, you're doing a great job.

[00:42:49] And then you try to up to frequency of that.

[00:42:52] They're like, Oh, you don't know.

[00:42:54] I'm just, you don't have to tell me all that.

[00:42:56] Like just, you know, you saying that once on Monday is good enough for me.

[00:43:00] You don't have to tell me every other day of the week.

[00:43:03] And there are some people who are like that, right?

[00:43:05] That it's not about that.

[00:43:08] Just say, Hey, you know, you told me enough.

[00:43:10] You told me, yeah, you said it enough.

[00:43:12] Exactly.

[00:43:13] No.

[00:43:14] So you do want to make sure that you have the balance out.

[00:43:16] You don't want to be a leader that all you do is just give them praise.

[00:43:19] And then when it's time to have correction, you know, Oh, exactly.

[00:43:24] Cause then the corrections won't come.

[00:43:26] They'd be like, yo, how come you haven't told me this?

[00:43:28] Holy crap.

[00:43:29] I could have corrected this.

[00:43:30] Tell me how great I am all the time.

[00:43:32] Yeah.

[00:43:32] How awesome I am.

[00:43:33] You tell me this, you tell me that you want to be able to be balanced.

[00:43:37] And also, you know, there's a strategy, right?

[00:43:40] Like they say in the conversation, like start with two things like, Oh, you

[00:43:43] do this really well and you do this really well.

[00:43:45] Yeah.

[00:43:46] I want to talk to you about this.

[00:43:47] Yeah.

[00:43:48] Yeah.

[00:43:48] And then we could probably, we could probably cover this at some point.

[00:43:52] There's another one where you sandwich it and you do one good, one bad, and

[00:43:55] then the goods land off on a good, you know, so there's a lot of, but, but

[00:44:00] to your point, know your audience.

[00:44:02] Cause then that determines the strategy that you pick because you know your team.

[00:44:07] Yeah.

[00:44:08] So yeah.

[00:44:09] All right, folks.

[00:44:10] Thanks for joining us today.

[00:44:13] We love you.

[00:44:13] I hope you enjoyed employee recognition.

[00:44:15] Definitely some, a lot of good things to talk about.

[00:44:18] A lot of threads to pull a lot of stuff to research.

[00:44:20] So have fun with that.

[00:44:22] And I think the biggest takeaway is advocate for yourself, document your work.

[00:44:28] And that's it.

[00:44:29] We love you.

[00:44:29] Participate.

[00:44:30] Yep.

[00:44:32] Please folks.

[00:44:34] Before we sign off, here are a couple of quick things.

[00:44:37] Don't forget to follow.

[00:44:38] It's about payroll on LinkedIn and it's about your paycheck on Facebook and TikTok.

[00:44:44] Thank you for being part of our payroll community.

[00:44:46] And thank you for being a part of this journey with us until the next time.

[00:44:51] Keep learning, keep growing, and most importantly, keep going.