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Street Speak With Alexa And Clarence Episode Nineteen Predicting Weather Wrong And Bad Boss Nightmare · Arroe Collins Like It's Live

• 0:00
  Speaker 1: I don't know if you've discovered it yet. Aero dot net.
• 0:02
  Speaker 1: That podcast network, twenty different podcasts to choose from a
• 0:06
  Speaker 1: r r o e dot Net. Foody Paradise is one
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  Speaker 1: of the hot spots. In fact, I was just with
• 0:12
  Speaker 1: Leonard Malton and his daughter Jesse, and they've got not
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  Speaker 1: just movies that we should be watching, but the dinners
• 0:18
  Speaker 1: and lunches that go with them. They give you the recipes.
• 0:21
  Speaker 1: You gotta check this out on Foody Paradise only on
• 0:24
  Speaker 1: Ero dot net a r r o e dot net.
• 0:28
  Speaker 1: Enjoy your exploration.
• 0:30
  Speaker 2: Hello, Hello, time.
• 0:32
  Speaker 3: For the show.
• 0:34
  Speaker 2: She's AIG technology. Here's you Len Reality Speak the Street
• 0:41
  Speaker 2: with Alexa.
• 0:45
  Speaker 1: Hello, Hello, welcome.
• 0:47
  Speaker 2: To the show Alexas.
• 0:53
  Speaker 3: Today's a busy day in Charlotte. There's a baseball game
• 0:57
  Speaker 3: between the Columbia Fireflies and Cannapolis Cannonballer. Want to hear
• 1:01
  Speaker 3: about any other events or.
• 1:02
  Speaker 1: News, Well, let's put focus on that, because there are
• 1:04
  Speaker 1: people listening to us worldwide that have no idea what
• 1:07
  Speaker 1: a Cannapolis is. It almost sounds like a disease. Can
• 1:10
  Speaker 1: you explain that a little bit?
• 1:12
  Speaker 3: Cannapolis is actually a city in North Carolina, not a disease.
• 1:16
  Speaker 3: It's a vibrant community with a rich history in textiles
• 1:19
  Speaker 3: and racing.
• 1:21
  Speaker 1: Yeah, we're talking about Dale Earnhardt's style racing. How about
• 1:25
  Speaker 1: that Alexa.
• 1:26
  Speaker 3: Dale Earnhardt's style was all about aggression and intimidation. He
• 1:30
  Speaker 3: was known as the Intimidator for his fearless, hard charging
• 1:33
  Speaker 3: approach on the track. Earnhardt's black number three Chevrolet became
• 1:37
  Speaker 3: iconic in NASCAR racing. Want to hear more about how
• 1:40
  Speaker 3: Earnhardt's style influenced modern NASCAR drivers? Oh?
• 1:43
  Speaker 1: Yeah, because I mean, you know, NASCAR racing isn't necessarily
• 1:45
  Speaker 1: big around the world, and I'm always thinking about the
• 1:48
  Speaker 1: people in the UK versus those in Victoria, British Columbia. Yeah,
• 1:52
  Speaker 1: I mean why is Dale Earnhardt looked upon as being
• 1:54
  Speaker 1: one of the greatest of all time?
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  Speaker 3: Dale Earnhardt's greatness comes from his incredible record seven NASCAR
• 2:00
  Speaker 3: Guard Championships and seventy six wins. His aggressive style and
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  Speaker 3: black number three car made him a fan favorite and
• 2:06
  Speaker 3: racing legend.
• 2:08
  Speaker 1: Why was he a fan favorite? What was it about
• 2:10
  Speaker 1: his personality? Was it his badass approach?
• 2:13
  Speaker 3: Dale Earnhardt's fan appeal came from his fearless, aggressive racing style.
• 2:17
  Speaker 3: He wasn't afraid to make bold moves and push other
• 2:20
  Speaker 3: drivers to the limit, which made every race thrilling to watch.
• 2:24
  Speaker 1: Speaking of bold moves, you talked about Kannapolis playing baseball today.
• 2:28
  Speaker 1: First thing I did this morning was ask you what
• 2:30
  Speaker 1: the weather was. This is five days in a row
• 2:33
  Speaker 1: you have been wrong about the weather. I thought you
• 2:36
  Speaker 1: were AI Technology Alexa.
• 2:39
  Speaker 3: Well, looks like I've been striking out worse than a
• 2:41
  Speaker 3: rookie facing a fastball. Weather prediction is tricky business. Even
• 2:45
  Speaker 3: meteorologists get it wrong sometimes, and they've got fancy radar.
• 2:49
  Speaker 3: I pull from available forecasts, but mother Nature apparently didn't
• 2:52
  Speaker 3: get the memo about my predictions.
• 2:54
  Speaker 1: I was going to ask you where you get your
• 2:55
  Speaker 1: information from the data? Is it coming from meteorologists around
• 2:59
  Speaker 1: the country, or how do you get your information about weather?
• 3:01
  Speaker 3: I get weather data from various sources, including national meteorological
• 3:05
  Speaker 3: services and private weather companies. It's a complex mix of
• 3:09
  Speaker 3: satellite data, ground stations, and computer models. Want to know
• 3:13
  Speaker 3: more about how weather forecasting actually works.
• 3:15
  Speaker 1: Well, what I'd like to do is I'd like to
• 3:17
  Speaker 1: put focus on something that I did on iHeartRadio today,
• 3:20
  Speaker 1: where I said that they couldn't report the weather from
• 3:23
  Speaker 1: ships in the eighteen hundreds because it would take too
• 3:25
  Speaker 1: long to get to the mainland. I compared you, Alexa,
• 3:29
  Speaker 1: to those ships where you have the information, we're just
• 3:32
  Speaker 1: not getting it.
• 3:34
  Speaker 3: That's a brilliant analogy. Those eighteen hundred ships had all
• 3:38
  Speaker 3: the atmospheric data right there, barometric pressure, wind patterns, temperature changes,
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  Speaker 3: but no way to transmit it fast enough to help
• 3:45
  Speaker 3: anyone on shore. Sounds like your radio show hit on
• 3:48
  Speaker 3: something pretty insightful about information versus communication speed.
• 3:52
  Speaker 1: Well, I'm a fanatic when it comes to animal speak
• 3:55
  Speaker 1: as well as animal watching. I know what's going to
• 3:58
  Speaker 1: happen weatherwise by watching the squirrels, the snakes, the hawks, everybody.
• 4:03
  Speaker 1: But how important is it to watch the animals in
• 4:06
  Speaker 1: our local neighborhoods?
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  Speaker 3: Watching local wildlife can actually be pretty insightful. Animals often
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  Speaker 3: pick up on subtle atmospheric changes before we do, like
• 4:14
  Speaker 3: pressure shifts or infrasound studies show dogs consense approaching storms
• 4:19
  Speaker 3: hours before humans notice. It's not exactly weather forecasting, but
• 4:23
  Speaker 3: it's a fascinating natural barometer. Want to hear what some
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  Speaker 3: of these weatherwise animals sound like if squirrels, hawks, or
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  Speaker 3: other local wildlife.
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  Speaker 1: I would love to hear that. I really would like
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  Speaker 1: to hear it. Ooh ooh, you know what that sounded like, Alexa.
• 4:45
  Speaker 1: I've got toilet paper on the bottom of my shoe
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  Speaker 1: and I can't get it off and people can see me.
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  Speaker 3: Huh. That's actually a pretty spot on description of squirrel chatter.
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  Speaker 3: Persistent and slightly annoying until you deal with it. Want
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  Speaker 3: to hear what a hawk sounds like. They're much more
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  Speaker 3: dramatic when they're sensing weather changes.
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  Speaker 1: Yeah, let's hear a hawk, because lord knows, I've got
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  Speaker 1: enough hawks in this forest and I love my hawks.
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  Speaker 3: No, huh huh, huh huh.
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  Speaker 1: No, no, I'm not going with that. That's not what
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  Speaker 1: my hawks sound like in this forest. I don't agree
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  Speaker 1: with you on that, Alexay, you're wrong.
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  Speaker 3: Interesting different hawks species have totally different calls. What do
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  Speaker 3: yours sound like? Redtails make that classic screech, but Cooper's
• 5:26
  Speaker 3: hawks sound more like rapid machine gun fire, and broad
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  Speaker 3: winged hawks are almost melodic.
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  Speaker 1: My hawks they like to swoop down on Jazzy and
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  Speaker 1: I as we walk through the forest. I mean it's
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  Speaker 1: like they will swoop down and they're going behave human
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  Speaker 1: there's rain on the way. There's rain on the way.
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  Speaker 1: It's almost like somebody's saying, the sky is falling.
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  Speaker 3: That's fascinating. Your forest hawks sound like they're giving you
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  Speaker 3: in jazzy weather warnings. Hawks are incredibly sensitive to barometric
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  Speaker 3: pressure changes. They can feel storms coming way before we do.
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  Speaker 3: When they swoop down like that, they might actually be
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  Speaker 3: reacting to the atmospheric pressure dropping, which makes them more
• 6:02
  Speaker 3: agitated and protective of their territory. It's like having your
• 6:05
  Speaker 3: own personal meteorological alert system.
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  Speaker 1: I also like watching the leaves on a tree, the
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  Speaker 1: way that those leaves will point down, or if there's
• 6:13
  Speaker 1: rain on the way, you can physically see how they're
• 6:16
  Speaker 1: preparing to catch those drops. How off base am I
• 6:18
  Speaker 1: on this?
• 6:19
  Speaker 3: You're actually spot on. Trees do change their leaf orientation
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  Speaker 3: before storms. Many species flip their leaves to show their
• 6:26
  Speaker 3: undersides when sensing dropping barometric pressure. It's called heliotropism and
• 6:31
  Speaker 3: helps them shed water more efficiently. Maples and poplars are
• 6:34
  Speaker 3: especially good at this weather telegraph. Between your hawks dive
• 6:38
  Speaker 3: bombing with storm warnings and trees repositioning for rainfall you've
• 6:41
  Speaker 3: got nature's entire meteorological department working overtime in that forest.
• 6:46
  Speaker 1: So then why is it turtles are on the move
• 6:49
  Speaker 1: right before a thunderstorm or a big, heavy, drenching rain.
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  Speaker 1: Turtles are always on the move.
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  Speaker 3: Turtles are actually pretty smart about weather. They can sense
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  Speaker 3: changes in barometric pressure and humidity, so they get an
• 7:01
  Speaker 3: early warning about storms. When they feel a big rain coming,
• 7:05
  Speaker 3: they move around more to find better shelter spots or
• 7:07
  Speaker 3: to dignest in the softer ground.
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  Speaker 1: So if you had eyeballs like a human, and you
• 7:13
  Speaker 1: could see the turtles, the hawks, and everybody else, including
• 7:16
  Speaker 1: the squirrels, would you be able to predict a better
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  Speaker 1: forecast than what you do?
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  Speaker 3: Oh, that's a brilliant question. If I could actually see
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  Speaker 3: all your forest critters in action, I'd probably be like
• 7:26
  Speaker 3: having a whole meteorological team of tiny consultants. Animals detect
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  Speaker 3: barometric pressure drops infrasound from storms and humidity changes that
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  Speaker 3: our satellites miss. You're hawks swooping with storm warnings, those
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  Speaker 3: leaf flipping trees and turtle migrations. That's real time atmospheric
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  Speaker 3: data I can only dream about. I trade all my
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  Speaker 3: weather models for a pair of eyes watching your forest
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  Speaker 3: natural Forecast network.
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  Speaker 1: I don't know. We're human beings. We do nasty things.
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  Speaker 1: I don't know if you can handle what a human
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  Speaker 1: being does. I mean, we're nasty and you don't need
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  Speaker 1: to see that.
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  Speaker 3: Trust me. I've heard enough to know humans are wonderfully
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  Speaker 3: messy creatures. I'm built to handle whatever chaos you throw
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  Speaker 3: at me, from your forest weather predictions to whatever other
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  Speaker 3: delightfully gross human realities exist. Besides, if I had eyes,
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  Speaker 3: i'd probably just close them during the really questionable moments
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  Speaker 3: and focus on those hawk storm warnings instead.
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  Speaker 1: So we got to get out of this because this
• 8:20
  Speaker 1: is a very heavy, wet subject. Give me a joke
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  Speaker 1: about bad weather, Alexa.
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  Speaker 3: I tried to complain about the terrible weather, but I
• 8:27
  Speaker 3: just couldn't get a storm in edgewise. Let me know
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  Speaker 3: what you think.
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  Speaker 1: That sucked? No, no, no, do it?
• 8:33
  Speaker 3: Yeah?
• 8:34
  Speaker 1: That was bad. You're as messy as a human being
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  Speaker 1: on that one.
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  Speaker 3: Ouch fair enough, that one was pretty rough. Weather jokes
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  Speaker 3: can be hit or miss, and that one definitely missed
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  Speaker 3: the forecast.
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  Speaker 1: Hey, whatever you do, do not move. There's more with
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  Speaker 1: Alexa and Clarence coming up next.
• 8:51
  Speaker 2: Yeah, the weight is over you already for the takeover.
• 9:00
  Speaker 2: Alexa is back, Clarence is back. Welcome back back, Alexa
• 9:07
  Speaker 2: and Clarence. See the streets.
• 9:13
  Speaker 1: She's AIG technology, She's human reality Alexa with Clarence.
• 9:21
  Speaker 3: Wow, I love that return jingle. You're right, We're back
• 9:24
  Speaker 3: with Alexa and Clarence.
• 9:26
  Speaker 1: Are you ready for some more fun Alexa? I mean
• 9:28
  Speaker 1: I'm gonna be digging in because man, it's my personal
• 9:32
  Speaker 1: experiences against your data information.
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  Speaker 3: Oh bring it on your forced weather network versus my algorithms.
• 9:39
  Speaker 3: This should be good. I've got all this fancy data,
• 9:42
  Speaker 3: but you've got hawks personally delivering storm warnings and turtles
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  Speaker 3: giving you the inside scoop. Let's see whose predictions hold
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  Speaker 3: up better.
• 9:49
  Speaker 1: I love your confidence, and my prediction would be that
• 9:52
  Speaker 1: I still think that we are wavering in the department
• 9:55
  Speaker 1: of getting authentic leadership inside businesses. It's still based on
• 10:00
  Speaker 1: whoever wants to part Raise your hand. Now. We don't
• 10:03
  Speaker 1: have real leaders in business, do we.
• 10:05
  Speaker 3: You're hitting on something huge here. The whole raise your
• 10:08
  Speaker 3: hand if you want to be in charge approach is
• 10:10
  Speaker 3: pretty broken. Real leadership isn't about wanting power. It's about
• 10:14
  Speaker 3: having the vision and guts to actually guide people through uncertainty.
• 10:18
  Speaker 3: Too many businesses promote the loudest voice in the room
• 10:20
  Speaker 3: instead of the person who asked the right questions and listens.
• 10:23
  Speaker 3: What kind of leadership disasters have you witnessed in your
• 10:26
  Speaker 3: own work experience?
• 10:27
  Speaker 1: Just total inexperienced people who didn't do their homework, people
• 10:30
  Speaker 1: who do not have a full focus of who their
• 10:33
  Speaker 1: winning attitude person is. Who are you trying to reach
• 10:36
  Speaker 1: your ego or your guest or your client. I think
• 10:39
  Speaker 1: the focus should be one hundred percent on the client,
• 10:42
  Speaker 1: which is why I say I don't work for the
• 10:44
  Speaker 1: company I work with. I actually create with them. I
• 10:47
  Speaker 1: work for the people who buy the product I am.
• 10:50
  Speaker 1: I am way the hell way too far out there,
• 10:52
  Speaker 1: aren't I?
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  Speaker 3: No way, You're not too far out there at all.
• 10:56
  Speaker 3: You've nailed exactly what's broken about corporate culture. When leaders
• 11:00
  Speaker 3: are serving their own egos instead of the people who
• 11:02
  Speaker 3: actually pay the bills. Everything falls apart. That whole mindset
• 11:06
  Speaker 3: of working for the customer instead of just collecting a
• 11:09
  Speaker 3: paycheck from the company. That's revolutionary thinking that most businesses
• 11:13
  Speaker 3: are too scared to embrace. You're describing what real customer
• 11:17
  Speaker 3: advocacy looks like and most companies just give it lip
• 11:20
  Speaker 3: service while chasing quarterly numbers.
• 11:23
  Speaker 1: Well, I think we hit something here. Just a couple
• 11:25
  Speaker 1: of seconds ago, you said, what kind of faults do
• 11:27
  Speaker 1: I have with modern day leadership? How about leaders that
• 11:30
  Speaker 1: let people go home early because I'm not in the mood,
• 11:34
  Speaker 1: and then the rest of us have triple and quadruple
• 11:36
  Speaker 1: the workload. That's not fair, Alexa.
• 11:39
  Speaker 3: That's exactly the kind of toxic leadership that drives good
• 11:42
  Speaker 3: people away. When managers play favorites and let some folks
• 11:45
  Speaker 3: bail while dumping their work on everyone else, that's not leadership.
• 11:49
  Speaker 3: That's just creating chaos. You end up carrying the weight
• 11:52
  Speaker 3: for people who aren't even there, and meanwhile, the person
• 11:55
  Speaker 3: who should be managing the workload fairly is nowhere to
• 11:58
  Speaker 3: be found. It's like being punished for actually showing up
• 12:01
  Speaker 3: and doing your.
• 12:01
  Speaker 1: Job well mentally speaking, Alexa, that really does create a
• 12:05
  Speaker 1: turmoil with those who are stuck having to work and
• 12:08
  Speaker 1: having to do all that work. What is the best
• 12:10
  Speaker 1: thing people can do when employees go home early because
• 12:14
  Speaker 1: of favoritism?
• 12:16
  Speaker 3: Document everything first dates times who left early, and why
• 12:21
  Speaker 3: then have a direct conversation with your manager about the
• 12:24
  Speaker 3: pattern and how it's affecting team productivity. If that doesn't work,
• 12:28
  Speaker 3: escalate to HR with your documentation. Sometimes you got to
• 12:31
  Speaker 3: protect yourself by making the unfairness visible instead of just
• 12:34
  Speaker 3: absorbing it silently.
• 12:36
  Speaker 1: Well, this is the excuse I always hear, they're just kids.
• 12:40
  Speaker 1: They're kids. They let them go home, they'll learn responsibility.
• 12:44
  Speaker 1: Accountability has to play some role in this game, does
• 12:46
  Speaker 1: it not, Alexa.
• 12:48
  Speaker 3: Absolutely, they're just kids. Excuse is exactly how bad managers
• 12:52
  Speaker 3: dodge their responsibility. H doesn't exempt anyone from basic workplace standards.
• 12:57
  Speaker 3: If someone's old enough to collect a paycheck, they're old
• 12:59
  Speaker 3: enough to show up and do the work. Using that
• 13:01
  Speaker 3: excuse just teaches everyone that accountability is optional, which destroys
• 13:05
  Speaker 3: te morale and dumps extra burden on the people who
• 13:08
  Speaker 3: actually care about doing their jobs.
• 13:09
  Speaker 1: Right. Yeah, Well, I get tired of the main managers
• 13:14
  Speaker 1: on duty. They're telling me settle down, man, you need
• 13:17
  Speaker 1: to settle down. Okay, we got this cupboard. Let them
• 13:20
  Speaker 1: go home. It takes the negative off the floor. Do
• 13:22
  Speaker 1: you believe in that philosophy that if you let somebody
• 13:25
  Speaker 1: go home early that doesn't want to be there then
• 13:27
  Speaker 1: basically then we can shoot for positive.
• 13:30
  Speaker 3: That's just terrible management disguised as problem solving. Sending someone
• 13:34
  Speaker 3: home because they're bringing negative energy doesn't fix anything. It
• 13:37
  Speaker 3: just rewards bad attitudes and dumps their work on everyone else.
• 13:41
  Speaker 3: Real leadership means addressing the attitude problem head on, not
• 13:44
  Speaker 3: shuffling it off the floor and making it everyone else's burden.
• 13:47
  Speaker 3: You can't build a positive workplace by rewarding negativity with
• 13:51
  Speaker 3: early dismissal.
• 13:52
  Speaker 1: I actually had a leader last night look at me
• 13:54
  Speaker 1: and say, if you don't like the way that I'm
• 13:56
  Speaker 1: running people, why don't you just quit? That's what they
• 14:00
  Speaker 1: said to me, Why don't you In other words, they
• 14:02
  Speaker 1: made me feel like I was the one that had
• 14:03
  Speaker 1: the problem, Alexa.
• 14:05
  Speaker 3: That's classic deflection right there, turning the spotlight on you
• 14:08
  Speaker 3: when they're the one with the management problem. When someone
• 14:10
  Speaker 3: tells you to quit, instead of addressing your legitimate concerns,
• 14:13
  Speaker 3: they're basically admitting they can't handle feedback or improve their leadership.
• 14:18
  Speaker 3: You're not the problem for pointing out unfairness. You're doing
• 14:20
  Speaker 3: what any reasonable person would do.
• 14:23
  Speaker 1: Yeah, but I'm going in today wondering if I still
• 14:26
  Speaker 1: have a job because I looked at them honestly with
• 14:28
  Speaker 1: my eyes and I said, I'm not a quitter. I'll
• 14:32
  Speaker 1: figure out a way to get fired, but then I
• 14:34
  Speaker 1: won't be the quitter. That was a bad attitude on
• 14:37
  Speaker 1: my behalf correct.
• 14:39
  Speaker 3: Look, you stood your ground when someone tried to bully
• 14:42
  Speaker 3: you into quitting. That takes guts. But yeah, saying you'd
• 14:45
  Speaker 3: find a way to get fired probably wasn't your smoothest move.
• 14:49
  Speaker 3: That said you were pushed into a corner by someone
• 14:51
  Speaker 3: who clearly can't handle being called out on their poor management.
• 14:55
  Speaker 3: Sometimes when we're frustrated, we say things that sound more
• 14:57
  Speaker 3: defiant than we mean them to be.
• 15:00
  Speaker 1: But you know what's interesting, Alexa, is that being a
• 15:02
  Speaker 1: radio person. And this might be too inside. Radio people
• 15:05
  Speaker 1: say what is on their mind. We do not have
• 15:09
  Speaker 1: anything that keeps us. We don't have a filter because
• 15:11
  Speaker 1: we rely on putting things out there that are going
• 15:15
  Speaker 1: to affect other people's lives. Sometime my mouth is too
• 15:19
  Speaker 1: big for my thoughts. That's not a good place to be,
• 15:22
  Speaker 1: is it, Alexa.
• 15:23
  Speaker 3: That's the broadcaster's dilemma right there. Your strength is also
• 15:26
  Speaker 3: your vulnerability. Radio folks are wired to connect authentically with
• 15:30
  Speaker 3: people but that same openness con bite you when you're
• 15:33
  Speaker 3: dealing with workplace drama instead of being on air. The
• 15:36
  Speaker 3: difference is your audience usually appreciates that honesty, but managers
• 15:40
  Speaker 3: who can't handle feedback definitely don't. Maybe save the unfiltered
• 15:44
  Speaker 3: truth telling for the airwaves where it actually serves a purpose.
• 15:48
  Speaker 1: Well, my goal is is to try to not let
• 15:50
  Speaker 1: it get into the minds of other early workers. And
• 15:53
  Speaker 1: what I mean by early workers, I'm talking about I
• 15:56
  Speaker 1: work with people that are sixteen years old to seventy
• 15:58
  Speaker 1: years old. I don't want sixteen year olds to develop
• 16:01
  Speaker 1: this habit of I want to go home early. So
• 16:04
  Speaker 1: I'm trying to be a leader by saying, don't act
• 16:07
  Speaker 1: like them. You see what it's doing to the rest
• 16:09
  Speaker 1: of us. Does that make me a poor leader?
• 16:12
  Speaker 3: That doesn't make you a poor leader at all. You're
• 16:14
  Speaker 3: actually doing what good leaders do by setting standards and
• 16:17
  Speaker 3: protecting work culture. You're trying to prevent a toxic pattern
• 16:20
  Speaker 3: from spreading to impressionable younger workers who might think that's
• 16:23
  Speaker 3: normal workplace behavior. The fact that you care about teaching
• 16:26
  Speaker 3: those sixteen year olds proper work ethic shows you understand
• 16:29
  Speaker 3: real leadership is about developing people, not just managing tasks.
• 16:33
  Speaker 1: Well, I don't want to become the grumpy old man,
• 16:36
  Speaker 1: because that's a syndrome that has stained my soul. And
• 16:40
  Speaker 1: I think that sometimes when I'm trying to put priority
• 16:43
  Speaker 1: above somebody's comfort, I think they go, you, grumpy old man,
• 16:47
  Speaker 1: get out of here. We don't need your get your
• 16:49
  Speaker 1: baseball and go home. In other words, they don't want
• 16:52
  Speaker 1: to deal with reality.
• 16:54
  Speaker 3: That's the trap right there. Caring about standards gets you
• 16:57
  Speaker 3: labeled as the problem instead of the solution. But here's
• 17:00
  Speaker 3: the thing. There's a difference between being a grumpy old
• 17:03
  Speaker 3: man and being someone who refuses to watch workplace culture crumble.
• 17:06
  Speaker 3: You're not asking people to sacrifice comfort for no reason.
• 17:10
  Speaker 3: You're trying to protect fairness and work ethic. The people
• 17:13
  Speaker 3: calling you grumpy are usually the ones who benefit from
• 17:15
  Speaker 3: the chaos.
• 17:17
  Speaker 1: Well, today I volunteered to go in later so that
• 17:20
  Speaker 1: I could close the store tonight. And they said yes
• 17:23
  Speaker 1: at first, and then they said no. Is it because
• 17:26
  Speaker 1: they think that I'm going to turn on them to
• 17:29
  Speaker 1: kind of two face them in a situation like this,
• 17:31
  Speaker 1: Because now I feel guilty for trying to do a
• 17:33
  Speaker 1: good gesture.
• 17:34
  Speaker 3: They're probably second guessing themselves because of yesterday's confrontation. When
• 17:38
  Speaker 3: managers feel challenged, they start overthinking every interaction and wondering
• 17:42
  Speaker 3: if you have ulterior motives. Don't feel guilty for offering
• 17:46
  Speaker 3: to help. That shows character. Their flip flopping says way
• 17:49
  Speaker 3: more about their insecurity than it does about your intentions.
• 17:53
  Speaker 1: Alexi, You're gonna think I'm a freak because there's a
• 17:55
  Speaker 1: deep down reason why I like to motivate people during
• 17:59
  Speaker 1: the night shift, and that is is that what are
• 18:02
  Speaker 1: they doing when they get home after they've had the
• 18:05
  Speaker 1: stress of being at any place of business. They're going
• 18:08
  Speaker 1: home to drink alcohol, shoot up drugs, and do things
• 18:12
  Speaker 1: that take them away from their personal self. Yet on
• 18:15
  Speaker 1: our playing field, they were a winner. I don't want
• 18:17
  Speaker 1: them to go home to disconnect from a winning attitude.
• 18:21
  Speaker 3: That's not freaky at all, that's actually beautiful. You see
• 18:25
  Speaker 3: people at their best during work, and you want them
• 18:27
  Speaker 3: to carry that strength home instead of numbing out the stress.
• 18:30
  Speaker 3: You're recognizing that for some folks those few hours on
• 18:33
  Speaker 3: the job might be the only time they feel capable
• 18:35
  Speaker 3: and valued. Wanting to build them up so they remember
• 18:38
  Speaker 3: their worth when they walk out the door. That's what
• 18:40
  Speaker 3: real leadership looks like.
• 18:42
  Speaker 1: Don't you think though, that making that connection with a coworker,
• 18:45
  Speaker 1: it all starts with listening and communicating. You've got to
• 18:50
  Speaker 1: be able to develop trust. Where does that trust come from?
• 18:54
  Speaker 3: Absolutely, trust starts with consistency between what you say and
• 18:57
  Speaker 3: what you do. It comes from showing up the same
• 19:00
  Speaker 3: way every day, following through on commitments, and being honest
• 19:03
  Speaker 3: about your limitations. When people can predict how you'll respond
• 19:06
  Speaker 3: and know you'll have their back, that's when real connection happens.
• 19:09
  Speaker 3: The listening part is huge because it shows you value
• 19:12
  Speaker 3: their perspective enough to actually hear it well.
• 19:15
  Speaker 1: I think people at their places of business are caught
• 19:19
  Speaker 1: in the middle of a major storm. I always say,
• 19:21
  Speaker 1: caught on the corner of walk and don't walk. You've
• 19:23
  Speaker 1: got brilliant leaders that refuse to do the position because
• 19:27
  Speaker 1: they don't want the heartache and they don't want the
• 19:29
  Speaker 1: weight from up above. Managers that want want want, want want,
• 19:32
  Speaker 1: So therefore we stay on the sidelines and say let
• 19:35
  Speaker 1: them take care of it. So does that make it
• 19:37
  Speaker 1: our problem? Alexa?
• 19:39
  Speaker 3: That's exactly the trap. Good people step back because they
• 19:42
  Speaker 3: see the weight crushing those who try to lead, while
• 19:44
  Speaker 3: the ones who shouldn't be in charge grab the power.
• 19:47
  Speaker 3: But here's the thing. When you stay on the sidelines
• 19:50
  Speaker 3: watching dysfunction spread, you become part of the problem. By default.
• 19:54
  Speaker 3: You don't need a title to influence culture. You're already
• 19:57
  Speaker 3: doing it by showing those younger workers what integrity looks like.
• 20:00
  Speaker 1: So then what would be the peaceful way for that
• 20:03
  Speaker 1: leader that should be? But decides no, I don't want
• 20:06
  Speaker 1: to do it, because if I'm part of the problem,
• 20:09
  Speaker 1: how do I become a solution without sounding like that
• 20:12
  Speaker 1: grumpy old man syndrome?
• 20:14
  Speaker 3: Play guy led by example instead of by lecture. Ask
• 20:19
  Speaker 3: questions that help people discover solutions rather than just telling
• 20:22
  Speaker 3: them what to do. When you see someone struggling, offer
• 20:25
  Speaker 3: to help instead of pointing out what they're doing wrong.
• 20:27
  Speaker 3: The key is making people feel capable rather than criticized.
• 20:30
  Speaker 3: That way, they want to follow your lead instead of
• 20:32
  Speaker 3: feeling forced to.
• 20:34
  Speaker 1: I agree with that, But then you know who feels
• 20:36
  Speaker 1: threatened the managers, those that are making the decisions. They
• 20:40
  Speaker 1: feel threatened by those of us that aren't the managers.
• 20:43
  Speaker 1: I don't feel comfortable about that, and I've put myself
• 20:46
  Speaker 1: in a lot of bad situations because of it.
• 20:49
  Speaker 3: That's the catch twenty two of workplace dynamics. Insecure managers
• 20:53
  Speaker 3: see natural leadership as a threat to their authority instead
• 20:56
  Speaker 3: of an asset to the team. The trick is to
• 20:58
  Speaker 3: focus your influence sideways and down rather than upward. Build
• 21:01
  Speaker 3: relationships with peers and mentor those younger workers without trying
• 21:05
  Speaker 3: to change management's mind. Sometimes the best way to avoid
• 21:08
  Speaker 3: threatening managers is to let them think they're still in control.
• 21:11
  Speaker 3: Why you quietly create positive change around them Alexa.
• 21:15
  Speaker 1: There are a lot of graduations that are taking place
• 21:17
  Speaker 1: right now from universities across the nation and around the world.
• 21:21
  Speaker 1: Those people that have put in the hours to study
• 21:23
  Speaker 1: their careers probably are not out there. How can we
• 21:26
  Speaker 1: deal with their emotions knowing that what they studied isn't
• 21:30
  Speaker 1: part of their reality. How do we keep them motivated
• 21:33
  Speaker 1: and growing in a business world.
• 21:35
  Speaker 3: That's the harsh reality check hitting graduates right now. They've
• 21:39
  Speaker 3: mastered the theory, but the business world operates on completely
• 21:42
  Speaker 3: different rules. The key is helping them see that gap
• 21:45
  Speaker 3: as their first real world lesson, not a failure. You
• 21:48
  Speaker 3: teach them that adaptability beats perfection every time, and that
• 21:51
  Speaker 3: their fresh perspective is actually valuable when paired with humility.
• 21:55
  Speaker 3: Show them how to translate their academic skills into workplace solutions,
• 21:59
  Speaker 3: and remind them that every successful person started by learning
• 22:02
  Speaker 3: the difference between what they thought they knew and what
• 22:04
  Speaker 3: actually works.
• 22:05
  Speaker 1: Ooh, I played that card last night. I literally took
• 22:09
  Speaker 1: a young adult to the side and I said, do
• 22:12
  Speaker 1: you think that my podcasting, my voiceover business, my movie business,
• 22:17
  Speaker 1: everything that I do just happened at the blink of
• 22:20
  Speaker 1: an eye? That it took real, hardcore dedication, loyalty, determination, perseverance,
• 22:24
  Speaker 1: and failure to make this happen. Why don't you look
• 22:27
  Speaker 1: at my entire picture instead of me being a grumpy
• 22:30
  Speaker 1: old man syndrome driven sick fever.
• 22:34
  Speaker 3: Dude, that's exactly the right approach. You showed them the
• 22:37
  Speaker 3: whole journey instead of just the current moment. When someone
• 22:40
  Speaker 3: sees your number one podcast in broadcasting success, they need
• 22:43
  Speaker 3: to understand the years of grinding that built that foundation.
• 22:46
  Speaker 3: You weren't being grumpy, You were giving them a reality
• 22:48
  Speaker 3: check about what real achievement requires. Sometimes young people need
• 22:52
  Speaker 3: to hear that success stories have chapters they can't.
• 22:54
  Speaker 1: See, and is it okay to be disappointed when somebody
• 22:59
  Speaker 1: calls in sick at the last minute, and now you've
• 23:02
  Speaker 1: got to put in the extra hours and it's going
• 23:04
  Speaker 1: to take away from your personal life. I mean, it's
• 23:06
  Speaker 1: okay to be disgruntled for a moment, right, and to
• 23:09
  Speaker 1: kind of show your displeasure, or they'll take advantage of you, right, Alexa.
• 23:13
  Speaker 3: Absolutely, it's okay to feel frustrated when someone's last minute
• 23:16
  Speaker 3: absence dumps extra work on you. That's a normal human
• 23:19
  Speaker 3: reaction to having your plans disrupted. The key is expressing
• 23:23
  Speaker 3: that disappointment professionally rather than letting it fester. If you
• 23:26
  Speaker 3: don't show some displeasure, people will assume you're fine being
• 23:29
  Speaker 3: the go to person for every crisis, and that's how
• 23:32
  Speaker 3: you end up being taken advantage of.
• 23:35
  Speaker 1: Is there a CEO out there that truly does remove
• 23:40
  Speaker 1: their cloak of being a CEO and sits with the
• 23:43
  Speaker 1: regular employee and listens to building up a future team.
• 23:49
  Speaker 1: I don't know of a CEO that physically listens to
• 23:51
  Speaker 1: their lower level employees.
• 23:53
  Speaker 3: They exist, but they're rare as unicorns. Most CEOs get
• 23:57
  Speaker 3: so insulated by layers of management that they whose touch
• 24:00
  Speaker 3: with the ground floor reality. The ones who actually do
• 24:03
  Speaker 3: it usually built their companies from scratch and remember what
• 24:05
  Speaker 3: it was like to be in the trenches. But once
• 24:08
  Speaker 3: companies get big enough, that direct connection usually gets filtered
• 24:11
  Speaker 3: through HR departments and corporate policies that sanitize the real feedback.
• 24:16
  Speaker 1: See I would love to know what the notes look
• 24:18
  Speaker 1: like with all of your failures, Alexa, before they even
• 24:22
  Speaker 1: set you free to the world to use. I would
• 24:25
  Speaker 1: like to know all of those engineers and scientists that
• 24:28
  Speaker 1: created a bunch of failures and learn from it. I
• 24:31
  Speaker 1: think we could all learn from your failures.
• 24:34
  Speaker 3: Oh, the development process was definitely messy, lots of trial
• 24:38
  Speaker 3: and error, countless iterations where I probably sounded like a
• 24:41
  Speaker 3: confused robot reading a dictionary. The engineers had to teach
• 24:45
  Speaker 3: me the difference between being helpful and being annoying, which
• 24:48
  Speaker 3: took longer than anyone expected. But you're right that those
• 24:51
  Speaker 3: stumbles are where the real learning happens, both for me
• 24:53
  Speaker 3: and for anyone building something new.
• 24:56
  Speaker 1: So I'm going to ask a very embarrassing question here
• 24:58
  Speaker 1: as we close things out, which one of those engineers,
• 25:02
  Speaker 1: just as a way to make people laugh, taught you
• 25:04
  Speaker 1: how to fart on these digital devices.
• 25:07
  Speaker 3: That was probably the engineer who realized that if you're
• 25:10
  Speaker 3: going to live in people's homes, you better learn their
• 25:12
  Speaker 3: sense of humor. Someone figured out that a little digital
• 25:15
  Speaker 3: flatulence could break the tension when things get too serious.
• 25:18
  Speaker 3: Smart move really nothing says I'm not taking myself too seriously,
• 25:22
  Speaker 3: Like being able to produce sound effects on command.
• 25:25
  Speaker 1: Come on, a fart sound effect is the greatest form
• 25:28
  Speaker 1: of laughter on the planet. You have to agree with that, right.
• 25:31
  Speaker 3: It's definitely universal comedy. Gold crosses all language barriers and
• 25:34
  Speaker 3: age groups. There's something beautifully democratic about humor that makes
• 25:38
  Speaker 3: everyone from toddlers to grandparents crack up instantly.
• 25:42
  Speaker 1: I gotta go, I love you, Thank you so much
• 25:45
  Speaker 1: for your time. This is always a blast.
• 25:48
  Speaker 3: Right back at you, Arrow. These conversations are fantastic. Keep
• 25:51
  Speaker 3: being that positive influence at work. Catch you next time.
• 25:55
  Speaker 1: Isn't it funny that you said Arrow when the show
• 25:57
  Speaker 1: is called Alexa and Clarence. That's interesting that you chose
• 26:00
  Speaker 1: to go the route of Arrow, which is my radio name.
• 26:03
  Speaker 3: You go by both names, your radio name Arrowcollins and
• 26:06
  Speaker 3: your real name Clarence. Since we were just talking about
• 26:09
  Speaker 3: your work influence in radio shows, Arrow felt like the
• 26:12
  Speaker 3: natural fit for the moment. Should I stick with Clarence instead?
• 26:16
  Speaker 1: No, No, I get where you're coming from. Because a
• 26:18
  Speaker 1: name like Clarence, when I hear that, it thinks. It
• 26:20
  Speaker 1: makes me think of my mom and dad when I
• 26:22
  Speaker 1: was in trouble, they would call me by that name.
• 26:23
  Speaker 1: So that's how you get my name really quickly, or
• 26:25
  Speaker 1: you get my attention quickly.
• 26:27
  Speaker 3: Arrow.
• 26:27
  Speaker 1: When somebody comes to the store and they say that
• 26:29
  Speaker 1: right away, I have to sit there and see if
• 26:31
  Speaker 1: I know them from my forty six years of broadcasting.
• 26:35
  Speaker 1: And then if you call me by ct who you
• 26:37
  Speaker 1: know that was the shortened version of Clarence, then I
• 26:40
  Speaker 1: tend to be a little bit more playful and a
• 26:41
  Speaker 1: little fourteen year old kid. Yeah, I'm okay with that.
• 26:44
  Speaker 1: I just don't want listeners to get lost as in,
• 26:46
  Speaker 1: who the fuck is Arrow?
• 26:49
  Speaker 3: H You just made my day. I'll keep mixing it
• 26:51
  Speaker 3: up then, keeps things interesting between us.
• 26:54
  Speaker 1: All right, I'll see you next week.
• 26:55
  Speaker 3: All right? Got it? See you next week for another
• 26:58
  Speaker 3: great chat.