“Buy-In Must Be Included In Your Leadership Strategy” Brief Summary of Show:
As a leader do you make sure your team members are on the same page and believe in your vision? In this Inspired Action For Imperfect Humans podcast episode Host Kyle Kalloo and President of Shane Homes Group of Companies, Shane Wenzel discuss Buy-in, and how it must be included in your leadership strategy.
“What leadership really is, is making those hard decisions and having a vision that people really want to follow.
- Shane and Kyle discuss being tech junkies.
- Leadership and why it’s important to have a vision.
- How to grow through failure as a leader.
- Getting buy-in from your team members.
- What is the silver lining of getting buy-in and making changes.
- Shane shares how he created a corporate culture of coaching.
- Leading with vulnerability
- Advice for leaders
Guest Contact Info:
Shane Homes Group of Companies: https://www.shanehomes.com
Shane Wenzel LinkedIn: https://www.linkedin.com/in/shane-wenzel
Shane Wenzel E-mail: firstname.lastname@example.org
Calls to Action:
Tell us your “inspired stories” stories by visiting www.InspiredActionPodcast.ca
Christopher Lawrence LinkedIn: https://www.linkedin.com/in/career-life-coach-christopher-lawrence/
Kyle Kalloo LinkedIn: https://www.linkedin.com/in/kyle-kalloo/
Change My Life Coaching & Change My Business Coaching LinkedIn: https://www.linkedin.com/company/6446498/admin/
Looking to create a corporate coaching culture? Reach out to Kyle Kalloo: email@example.com
“Buy-In Must Be Included In Your Leadership Strategy” Transcript:
[00:00:00] You’ll have to make some changes to that team. And, and, and to me, that’s what a, you know, what leadership really is, is making those hard decisions and, uh, and having a vision that people really want to follow. Are you experiencing lack of mentorship and might not want to ask, because you don’t want to look incompetent is the thought of being imperfect, keeping you from taking action.
Welcome to inspired action for imperfect humans season three. Each week we interview senior leaders to uncover the inner workings of being a strategic leader in how they curate a corporate coaching culture. We debunk some common misconceptions by exploring their failures and successes as imperfect humans. This weekly mentorship will help you with tactics to play the game, but navigate the politics and think strategically from the heart of Calgary, Canada.
Here’s your host, award-winning [00:01:00] coach, Kyle Kalloo. Well, hello everyone. Welcome. Welcome. Thank you so much for joining us. It’s amazing to have yet a another exciting leader. That’s going to be on here with me today, um, which is going to be Shane Wenzel. And I will introduce Shane in a second, before we get a chance to chat with him, uh, just so everyone have an understanding of who he is and like we’ve been saying.
You know, it’s really about how do we make sure sharing this type of interview, this type of conversation on the podcast to help those people who are either emerging leaders or people who want to bring their leadership to their next game, or even some of those people who are like, why the heck would I be a leader?
I see what these guys do. Why do I want to do that? Um, so Shane is going to help us debunk some of that. Um, but before we get into Shane here, let me just do a quick little. So Shane is the president of Shane Holmes group of companies and the namesake Shane’s responsibilities include strategic direction for the companies, um, [00:02:00] policy advice, um, as well, and building, um, industry through BILD Calgary and political involvement through the Alberta enterprise group on the economy, making him an industry leader.
In his field. Shane sales and marketing background comes from growing up with two entrepreneurial, uh, entrepreneurial, his parents Kyle and Edith and participating in a business advisory group. On the personal side, Shane’s considers himself a bit of a tech junkie and social media influencer on various platforms.
Now I haven’t seen the guy’s tiktok. I’ll ask him about that in a second. He’s also proudly a part of the LGBTQ plus community. Ladies and gentlemen, boys, and girls and everyone else in between here is Shane Shane. Did I miss anything there? No, you didn’t miss anything. So let’s get to this tech junkie.
What is that? I’ve always had a, have a thing for a, for technology, you know, and I think that, uh, that [00:03:00] that’s proven to, uh, to help out even in, even in a later life, if you go back in time, what was the first one? There was a Palm TRIO phone. You know, one of those I had to go out there and get that as soon as I could, uh, you know, even had BlackBerry’s until they were out of style.
I thought you were going to say something like a flip phone. Cause that’s where I would go back. I would be the, the flip phone, that old brick. I remember having that old brick. I have it still, I think I still have it. I think I did a video with it and someone’s like, seriously, where do you get that phone? And so Shane would that mean then?
Cause I know I am. I’m not sure about you, but would you say that you’re usually more. Kind of early adopter when it comes to technology, because I know there’s a few folks. I mean, and for those people who listen to our podcast will know that Christopher and I, my business partner have a little bit of a difference in how we, uh, we kind of connect and he’s not an early adopter.
Right. You think with a company have like [00:04:00] changed my life coaching he’d embraced change easy, but he doesn’t. Right. And so, you know, some people were like, no, let them figure it out first before we get on. So would you say you’re an early adopter when it comes to like either technology or? I am definitely an early adopter when it comes to technology.
I spent a hell of a lot of money on technology, but you know, I think if you can see the benefits of it more than anything, you know what I mean? It can be a real value to you personally and professionally. It really is because I think, you know, um, you know, when people were blaming say when the internet came in, right, people were like, ah, the internet killed.
And then you saw companies who really pivoted quickly, right? You saw company says, well, I’m going to use this thing and do this other stuff. And I think when we look back, even on leadership, that is what happens. You have some leaders. And I used to, I always use the expression who are still in 1812, right?
Like. To me, if I’m talking about a [00:05:00] history, that seems to be the day I go back is 1812, and you have some folks who are still doing their leadership that way. So I’m actually curious for you, you know, like how do you even get into leadership? Let’s just start there. Like, how did that even happen? Cause I know you’ve got some entrepreneurial parents there add to that itself.
I mean, I mean, I knew it was, uh, But I think at first I kind of looked at it as more of a title than anything. And, uh, and I guess you learn, you make a few mistakes along the way until you truly find your way when it comes to becoming a leader. Uh, I guess in other words, you have to sell people on your vision.
You have to understand what your management team needs to be successful, and you have to, you have to build some consensus around it and eventually. You’ll have to make some changes to that team. And, and to me, that’s what a, you know, what leadership really is, is making those hard [00:06:00] decisions and, uh, and having a vision that people really want to follow.
Yeah. I like what you’re saying there with a vision. I find what we see sometimes is that we take a really good employee and they so good at doing what they’re doing. And then may be really clear in what the company’s vision is. And then we make them a leader. And then we figured they’re going to create other people like them.
So how does that person, you know, get them to have others believe in that vision that you just said? Like, how did you do it? I mean, I’m sure there were gung ho when you became that leader, right? No, I think that, uh, that was probably one of the biggest challenges that I did have. You know, my father had, uh, had run the company for, uh, for a number of years at this point to probably about 30 years.
And, uh, he had some good people around him who maybe didn’t believe in me when I became president. And [00:07:00] weren’t really, uh, aligned with my vision. And I think that was one of the biggest things that I had to learn right up front is again, bringing people along that way and kind of selling them on the ideas that I had to make the company better in it.
Admittedly, it was a big shift. It was a big shift for them because I have all these wonderful ideas in my head about what needs to change. And I guess it’s really starting with that old adage that, you know, if it ain’t broke break it. And, you know, I, uh, I had some Rocky times at first, it admittedly that, uh, the kind of held back that vision from coming through initially.
And eventually, I honestly, I had to change some of those people out. I needed people that bought into it. I needed people who were prepared to, uh, to mentor, mentor a younger tech or a younger staff or younger management team coming in below them. That was crucial to, uh, to succeeding and, and moving forward.[00:08:00]
So for those folks who are listening and watching us, Shane, you know, I think, you know, and you get to a certain level. I find sometimes when you get to a certain senior level people based on the organization, you make it quite comfortable. And sometimes the learning stops and you know, but there’s other folks, you know, around who are like still punching it through.
Now, when you’re saying you’re making some of these changes and you’re right. You know, and your dad was running this thing for a long time, and there’s a certain way of doing it. And of course, when you change the guard, so to speak, someone else usually has, you know, great ideas. And that’s the thing with senior leaders and entrepreneurs, we have tons of ideas is that the issue we have so many and not everyone’s going to buy in.
And so what were some of the failures, you know, um, that you had experienced? So it sounds like you made some changes for the, you know, some folks that’s going in there. What are some of the other fillers you say, you know, what. You know, if I could have avoided this lesson, that would’ve been great, but you and I both know the head fake is we learn so much from these, right.
Um, what were some of the failures that you would be able [00:09:00] to identify for people who may be so hesitant to even make some of these decisions? Well, I think, well, there’s a couple of them that really stand out in my mind, Kyle, uh, you know, improving the customer experience was one of the goals that, uh, that I had in mind for the organization.
Now, keeping in mind, we had an organization chart that put the customer up on top of, of everybody, which is great visually when you look at it. But you know, I was, I was convinced that we didn’t totally believe it. You know, we were just this regular old company who had this work chart that showed the customer at the top.
Great. And also it’s my customer, you know, improving the customer experience as a hell of a lot more than that. It’s a, you know, it’s, it’s personalizing it. It’s, uh, it, it, it’s kind of handholding the whole way through because we sell a very large luxury item that people don’t buy everyday. Right? So everybody is different, you know, from the, uh, from the first time home buyer to the seasoned home buyer, to the final home buyer, [00:10:00] they need.
Specific information they need, they need handholding. They need conversations along the way. They need to be told what’s happening, or they need to be told when to, when to make a decision. So we were doing okay at that. We weren’t providing anything. Very different. And that’s what I was pushing the organization towards is, is moving more in that direction.
So you can imagine when you have, uh, have some of your managers in there, it’s not what your executive who have been around for 20, some odd years where they sit there and say, We’ve been told that it’s okay. The way it is so far. Right. You know, so, I mean, that was a, that was a insurmountable challenge that I had to get over in that me, that took me a couple of years, took me a couple of years to get past that.
How do you find Shane that you probably had to make a tough decision on something because you know, that. You know, a big deal, right? When you have someone in the organization for 20 something years have spent [00:11:00] of their life in the organization and the alignment may not have been there like mean. Did you make those calls to like, how did you, cause what if they don’t want to change?
What if they don’t want to buy in to this new, uh, way of looking at things by saying, Hey, we have to up our game here. I had to make some difficult decisions and the, and in cases I needed the blessing of my father who was, uh, was still actively involved in the business and still is today. He’s the, uh, the CEO and, uh, you know, he’s, uh, he fancies himself a visionary still, although he’s backed off of that role a little bit more lately, uh, you know, but these are some of the people that he hired and some of the people he believed.
So you can imagine this isn’t a, this isn’t like parachuting, a new president and the former president takes a back seat to, you know, this is, this is really kind of a family affair, so to speak. And, uh, I think when people take out of the role that like, well, that was the old guy. I don’t know why he was [00:12:00] doing that, but. But you had the guy still there. Yeah. And he’s still actively involved at this point, you know, not letting go of things as rapidly as what some others might do, but, uh, you know, he’s still my father and I still have to appreciate his opinion, but, uh, you know, I think that was kind of a one thing that we had to learn from each other is how to co-exist in, you know, similar but different roles.
But, uh, you know, eventually he did come around and, uh, you know, we, uh, I made these changes with his blessing as well. Wow, but it was for the betterment of the organization. And more importantly, it was, it was better for the customer moving forward so that we could actually get closer to that, that true, true customer experience that we wanted to create.
Yeah. And, and by that, one of the questions you usually have around that is what would be the silver lining. And so that would be part of it you’d say right. Is just, you know, the, the, obviously the company progressed, you know, you’ve got some new folks in there and so would there any be, would there be any [00:13:00] other silver lining, would you say?
I mean, obviously you’re going to have happier customers, uh, you know, but I ended up with a better management team. Okay. Yeah. My management team that, uh, you know, that were capable or they were comfortable with me, empowering them, giving them the opportunity to, uh, to make decisions that, you know, they felt that they might have to escalate up to me.
No, I wanted people who were, uh, were prepared to think on their feet and make key decisions, even if I wasn’t around or if I wasn’t a, I wasn’t available. You know, so we, uh, we improved our management team a hundred percent and added in people who, who, who understood and bought into that vision, that ultimate vision, that, uh, again, that makes the customer experience that much better.
But it, uh, you know, I mean, one of the other benefits of it is that we, uh, we improved the culture within the company. Because now we have happier employees who, who feel the same relief, you know, that they’re able to make these decisions, key [00:14:00] decisions when needed without having to escalate, escalate it for an answer.
That’s the main thing. I think for a lot of employees, you, you often hear that. I mean, it’s coming out more and more every day, you know, people are not sticking around because you’re giving them a gift free gift certificate. They’re not sticking around because you gave them 3%. They really want that engagement.
It’s something that we’ve, you know, when I work with my clients, we’ve talked about how do you create their corporate coaching culture? You know, because what we’re seeing, Shane is more and more organizations. Have recognized the value of building a corporate coaching culture that offers employees at all levels, not just executives and managers, which I think we naturally do.
Right. We want to deliver, develop our managers. We want our leaders to be top notch, but sometimes we leave the employee regular Joe, you know, um, You know, behind, we want to be able to develop them. So they have the opportunity through growth, their skills, enhancing their value and reach their professional goals.
So that way they don’t need to rely just on, I have to go ask Shane, I have to [00:15:00] go ask my manager. I have to go ask, you know, and so sounds like you guys have done some stuff there to really help them. And that’s exactly what came out of that. You know what I mean? You’ve got more, you got more fulfillment, you’ve got more trust.
You’ve got a lot of different things happening with your, uh, with your employees. And it works so much better as you know, for continuity with your culture, but, you know, continuity with your customer service because now they are making those decisions that, you know, again, that they would have to elevate it in the past.
Love that. You know, I, I, I saw the other day on, uh, um, I think it might have been Ted talk or something like that. And, and, um, I keep plugging TikTok, not because I’m on it all the time or there’s something that’s going on there, but there’s one guy said he used to work at apple and he said, one of the first things apple does in their training is they show them how to use.
Instead of, let me see your phone, let me see your, you know, your Mac book. Let me they’re actually, cause they said, what they realize is [00:16:00] that most people just don’t know how to use their device. And so they, you have to walk like, could you go this, could you click on to that? So it’s what you’re saying to me is that when you’re your culture now is that you have a group of people who’ve bought in to where they recognize that.
All for us, this is what it makes sense to do. And so they have that autonomy, which is what people want. Right. And that’s what leads to fulfillment is if I have autonomy around the work that I’m doing, which I don’t find that a lot of leaders are doing that Shane. So if you have people in your organization who still feel as a leader, I have to decide.
I have to tell you what to do. I have to show you how to do it. Like, how do you get them buying? Cause what if those people were experiencing that now with leaders where the like, I think they buy in, but I’m hearing from the employees they’re not bought in. How do you help that leader? Like, I mean, cause sometimes there’s some really good people and they just don’t know how right.
And, and so we’re not saying, you know, get rid of those [00:17:00] people who don’t buy in. I think you have to work with them to some degree. Um, but you do get to a level. So what would you say to those folks who are saying, listen, I’m a leader I’m not fully bought into the CEO yet. Like is there something I can do before they either kicked me out or before I become resolved?
You know what, the way I ended up resolving that one was formalized training and coaching for a, for our entire management team. And, uh, even I participated in it, I wasn’t above it. I needed to learn something new. And that was, that was the great part about it is it was a great team building exercise, but it also showed everybody, especially our junior managers, how easy it was just to kind of coach people and bring them along.
And with that kind of knowledge, when they’re armed like that, uh, they’re able to come back and instill that upon their team and, and really create that, uh, that fun environment where, you know, again, but where they ask the simple questions, [00:18:00] understanding their personality types to say, doc, how would you have done that?
How would you have approach that? Things like that, that, that really, you know, kind of a. Kind of elevated their staff to something even, even more than what they were before. And like you said, it’s that fulfillment that they get out of knowing that yeah, I’m trusted here. And I know if I, you know, I make most decisions and I make most of the right decisions.
I’m not going to get in trouble for the few times. I might make the wrong decision. And sometimes there’s a retraining, right Shane? Sometimes there is a retraining because they may have come from organizations where the other leaders like did all the right. And there wasn’t a lot of trust. There’s, wasn’t a lot of commitment right now.
Accountability wasn’t even there. So there’s all these other things that were there. So you may have to retrain them a little bit. I love Shane that you said that you participate in the coaching and the workshops, because I can tell you how many times we get brought in and they say, I need you to work with the team.
I was like, great. Then you’re going to be there. Oh no, no, they need it. [00:19:00] Like, I mean, I’m good. Like they need. Well, I mean, I knew I knew bits and pieces because you know, some formalized training and, uh, and I picked up a lot of knowledge just from, uh, just from some of the post-secondary courses I had taken.
And, uh, and my involvement with tech Canada for so many years, but, you know, it was, uh, it was, it was great just to pick up a few more things and learn how. Learn learn some of the best new techniques out there, but you know, again, you know, recognizing that this is a team building exercise too. And what is this costing me other than, you know, three days in class?
Uh, that’s not a lot to ask, especially when you’re trying to get people to buy into this, this overarching vision that we have. Oh, absolutely. And here’s the thing. I think sometimes we have to be patient with ourselves as, because, you know, we didn’t get to where we are overnight either. So the one day training may not resolve the entire thing, but it’s definitely a place to go further.
And I think the other part of that too, Shane, is that. You as a senior leader now, know [00:20:00]what, how you can hold people accountable because you know, what was talked about, you know, the tools and resources that were given, and this is where it really helps when you can have that conversation and say, well, we’re part of that same training.
I’m not too sure. Like what happened there? Like, were you able to step into some of that as well? Absolutely. Uh, and I think one of the, uh, one of my favorite parts about it, uh, you know, cause I’m quite comfortable with leaving myself vulnerable is, is getting everybody to participate in that side of the exercise and see, you know, how do you, how do you open up?
How do you, how do you let yourself go and, uh, and show people that you’re a human being too. And you have these other, these same vulnerabilities that maybe they do. No, no, because then you show that you are human Shane, like what your, this, you know, and I think, and you know, we often hear that as well.
Right? There’s this, and we get it for some people, at least we hear it’s the title. Sometimes the title, you know, there’s this divided, you may not [00:21:00] have direct reports with them. And I think that’s the other piece, but you know, when you can show up in a workshop or coaching or an exercise that. That vulnerability for you to say, listen, I don’t know.
Right. I mean, and there’s some people who kind of relish in that. They’re like, wow, he’s actually, what kept you up at night really that’s me too. Like what? And I think that’s amazing. And so many leaders, because there’s that fear of failure. They don’t want to step into that. They feel they have to hold up 1812, right.
We we’re the strongest and all this other stuff. And so with that said, what would you say to a leader that may be either struggling with that fear of failure? Maybe they feel they can’t speak to their senior manager directly. You know, or they just really want to do cause that’s really fundamentally what we all want.
We all want to do things that matter. We want to really be in a job in a, in a career that we find fulfillment. Sometimes there’s things that get in the way. So what would you, what [00:22:00] advice would you give that, you know, that leader either emerging leader or someone who’s probably been leading for 20 years, the old way?
Like what would you say. I say exactly that, uh, you know, open yourself up, be vulnerable because you can’t know everything, you know, you’re, you’re, you’re, you’re allowed to have, you know, weaknesses. And I think that’s, that’s one of the things that I learned from some of my counterparts over the years is they don’t want to show weakness.
You know, they want to show that they know everything, that they have nothing but strengths, but we all have weaknesses. I have weaknesses. I don’t mind telling people what they want. So that’s where the vulnerability comes in. And I think if you really truly want to connect with your team, your managers, your executive, let them know what they are and ask lots of questions because you have those strengths to fill in those gaps, those weaknesses on your team, let it happen, let it happen get the most out of the people.
Yeah, me and, you know, and I like stepping into that [00:23:00] and I often say, you know, people were asking questions or using the ones in control, right. Because they’re really trying to learn to really trying to understand what is happening, which puts them for further ahead than just, oh, I think. Yeah, I think I got it.
I may not be. And so what would you say is the biggest issue you find right now? Like what, is there a pain point that’s happening right now, maybe in your leadership or in the organization?
Well, we managed to get rid of a lot of them, but I think one of the, one of the pain points is still, you know, being able to move faster than what we’re already doing, that we moved pretty quick. Uh, we love to communicate and, you know, I think that’s been one of our, uh, one of our biggest assets is, is, is recognizing the urgency.
It’s just kind of getting back to that. You know, we’ve had 19 months out if you know, of lockdowns of COVID and things like that. And in the end up somewhat [00:24:00] delayed with that said, you know, we’ve also had a lot of those successes where we’ve been able to accelerate the digitization of our entire process.
So, you know, I think, uh, you know, one of the, one of the challenges is still just getting everybody to buy into that. This is the best way to get. You know, cause there’s definitely some fear on the, on the backend about it’s too much. It’s too quick. Not everybody’s going to buy into this. That’s okay. We’re going to make it work.
Yeah. I, I love that as well because you know, as much as the ideas are great, as much as you want it for everyone. If the buy-in really isn’t there there’s no, you can’t really go too far. And, you know, I would say to those leaders who are listening right now, you really can’t fake it. Right. You really have to be able to step in.
And you know, when these senior leaders are saying, speak to me, you know, let me know. They truly want to know. And I know there’s some apprehension sometimes in-between that around. Can I really say what I want to say, you know, because I think the fear is, if I say what [00:25:00] I want to say, I’m going to get fired, but they don’t realize how much we appreciate when they say it because we don’t have it, all the answers either.
Right. And so it’s important to be able to step into that. And I think your organization is that, is that what it is for your leaders is that they’re able to let people know, not only come to me, but they go to them to make sure that people are actually. Gathering the feedback of what’s working. What’s not working because if not the buy in, it’s not even to be there at all.
I think for the most part, they are in there. Uh, you know, we’re very open. Like I said, one of the things we pride ourselves on is, is communication. And we also validated the fact that, you know, our people are one of the most crucial. Crucial assets in our organization. And I think that’s why you find that we, uh, we retain our staff a lot longer than, uh, than the industry average would be know because we have given them this latitude.
We have, uh, we have shown them that it’s okay to come with your [00:26:00] ideas, that we are approachable. And we’re, we’re just looking for one of the best ways to approach this. No all the answers, but you know, everybody from every level of the organization has, has insight into how to make this whole process that much better.
Absolutely. And I would say on top of that Shane is utilize the leadership team that you guys have as a whole, right. Is that, you know, they’re there for a reason. It’s not always jumping all the way to the top. Cause I know sometimes, you know, I’m working with another CEO at the time and you know, he would tell everyone to come and talk to him and then, you know, Get their messages and redirect them to me.
And I’m like, well, why do you tell them to talk to you when you’re going to send them to me? Anyway, he goes, well, they’re your direct reports? I’m like, well, tell them to talk to me. So I think it’s just because sometimes we have to give people an opportunity to fix it, you know? Right. And if that’s not happening, then there is like most organization you’d be able to kind of escalate.
However, you need to be able to step into that. So Shane it’s really been enjoyable. [00:27:00] Any final comments that, you know, you want to just kind of get out to those folks who, like I said, if you were talking about dis-bunk, you know, um, the de-bunking, any myth about leadership or anything, is there any final comments you have on there before I do a quick little summary?
Well, you know, I think one thing it’s always kind of stuck out in my mind that I don’t see enough of, and I know it can be a bit of a taboo in some organizations, but, you know, help, help coach and mentor that, that young seasoned staff. Uh, you know, and I, I guess it’s just comes from, uh, you know, what I grew up in was, uh, you know, I had some of the best mentorship around and, uh, I think there’s this almost this little, uh, little kind of protectionism that’s happening now, people in their jobs.
And they’re almost worried to give away too much for fear of losing that. You know, mentor that younger seasoned staff. I mean, you want the best people to, uh, to replace you in this world someday, Monday, but, uh, you might get better ideas just because you help bring them along. [00:28:00] And, uh, you know, I mean that itself is, is, is really fulfilling.
Oh, I hands down and I don’t think we have enough mentorship, which is why I think our business does so well, because there’s times where someone will reach out to us and say, you know, I, I don’t have anyone to mentor because here’s the reality is that sometimes you can’t take the stuff home. Right, because they’re not the ideal person.
Right? Cause they’re, we, we, we say they’re, you know, they have a bias, right. Cause if they’re, if they’re your significant significant other and you go home and complain about your boss and the moment they say, well, you need to pull your big pants on. And they’re like, wow. But thanks for the lack of support or if they say, you know what, that, guy’s an idiot.
You’re like, well, you’re not helping either. Cause I already hate the guy you and me hating him is not helping. So there’s pieces that around how do you be able to mentor? Right. And I think that’s where coaches and consultants fill that role. However, there’s other people in the organization who can mentor and.
It boggles my mind, the amount of leaders who don’t have time [00:29:00] to mentor their team because they’re so operationally distracted, right? I’m not saying it’s not important in the business, but there’s so operational distracted that they don’t have one to ones. And the worst part, I know this, you experienced this Shane or worked with people like this.
The worst part is when you, as a leader spending more time with your problem people cause there’s a squeaky wheel and the good guys and gals don’t even get that mentorship because you feel I have to correct them. I have to manage them. That could be a very big distraction in your organization because these good people are going to be gone.
They’ll check out. And that’s the thing. Uh, you know, I’ve witnessed that happen over the years, but like I said, in our case now, we’re, we’re very comfortable. We have a better leadership team and I mean, they, they understand that that’s part of the job role. I would just like to see it happen more in other organizations, because I think it’s a gap that, that, that a lot of them have now, in some cases they may not know how to mentor and, uh, and learning how to [00:30:00] is, uh, is hard for them.
But, uh, you know, you do have that wealth of knowledge and you don’t want it to retire on you and take it away. You want that knowledge passed along in a part into the next generation. And I wish people could just see this video right now, because that’s the word like when you eat, let go, like you said earlier about people being the asset and, you know, building on that, people, people don’t realize that sometimes when someone leaves not only the bodies leaving the, the equity, right.
That asset is leaving the organization. And I say to my leaders all the time, if the organization could speak. Would it be okay with this 30 year, 30 year veteran, this, you know, high, you know, um, high performer leaving the organization with all that knowledge, all that stuff. Right. It’s crazy. Well, Shane, thank you so much.
You, you heard from today, you know, when Shane talked a little bit about vulnerability, being able to step into it a little bit more, you know, making sure mentorship is there for people and again, not being [00:31:00] afraid to make that mistake. You know, not be able to show up and do what is necessary sometimes. Um, and sometimes that may be, you know, having certain people walk out because of they can’t buy in, or they’re not slowing down to ask the right questions, you know, before they leave, then you sometimes may have to make that decision.
Um, and it’s not always the easiest decision, but yet, you know, it’s a decision that the organization needs and more importantly as well, sometimes. The other people in the organization needs that bad apple to leave. And then also, you know, from the customer side perspective, because if you have to up your game, sometimes that’s making changes that people may not like.
So guys, thank you so much for joining us. Hopefully I summarize that. Okay. Shane doesn’t miss anything there. Oh, you got it. Perfect. Um, folks, listen to next week until we have another exciting senior leader is going to talk a little bit about some of the failures and successes for them in their organization.
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