Latest / Business Roundtable / Unity in Diversity: Harnessing the Power of Integrated Teams

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Unity in Diversity: Harnessing the Power of Integrated Teams · Business Roundtable

0:00
Hey everybody, Welcome back David Carr here of the Business round Table podcast.
0:04
We've got some great guests tonight. And for those of you that don't know,
0:09
or maybe we're here is for the very first time. Hopefully not,
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but if you are, my company is steward your business. I'm passionate about
0:16
organizational health, bringing teams together to accomplish great things. We have a few
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couple returning guests and a brand new guest. I'll start with our returning guest,
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Charlie. Would you introduce yourself please? Yeah? Absolutely, Thank you
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David for having me again. My name is Charlie Chan, the cybersecurity specialist
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of our group here, and our goal at and tell Us is to deliver
0:41
a peace of mind and do it with world class customer experience at the same
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time. Back to you, David, all right, thanks Charlie. And
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Bill Hatch. Welcome back, Bill, well, thank you for having me
0:54
once again. My name is Bill Hatch. I am a leadership guide working
0:58
on my book and getting ready for hopefully a mastermind of my own this year.
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And I also have my own podcasts series doing Doing Things with People.
1:18
I like the name of your podcast. What's the name of the production company.
1:22
The name of the podcast is not quite after Midnight, okay, and
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your production is what the production company is, Bald Spots Productions. They both
1:36
thank you, thank you. I'm glad to have you back. And we've
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got Carra Corsetti with us. I've gotten to know car quite a bit over
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the last oh gosh, probably a year, so we've got to know each
1:45
other and I'm super excited to have her on. So Carra, please go
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ahead and share your back a little bit more about your background than just us,
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because you're new. The audience has never met you before, and we
1:53
just love to have you having you absolutely and thank you so much. I'm
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really excited to be here and talk with all of you. This has been
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This is great, So Caara Corsetti and I am. I have about twenty
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five years of experience in the environmental consulting working with A and E firms,
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primarily on the West Coast. I also am all of those years we're in
2:20
operational leadership, so I have run you know, large teams, business units,
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have a lot of experience working on the ground as a leader, and
2:30
through that I've just become really really passionate about people and people leadership, organizational
2:37
health, managing high performance teams, engagement, all of those types of strategies.
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So I have another degree in industrial psychology in group dynamics and working with
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teams. So I'm really excited. I love this topic. I'm passionate about
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it. And thank you so much again for having me. Yeah, glad
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to have you here. And so yeah, the topic we we're going to
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talk about tonight is really team integration. And so this came out of a
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conversations we've had in previous episodes. We talked about capacity last week, we've
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talked about leadership voices. We've talked about delegation. Charlie, you're on that
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one, like how are we delegating? So the conversation I want to have
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tonight though with you guys is how do we integrate teams successful, whether you're
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a profit, for profit, nonprofit. I mean, this group is a
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group. We've integrated different voices in there. And so that's really the premise
3:34
of this podcast tonight. And I'll be asking some different questions and you guys
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can ask each other questions. This is that's why it's the fun part of
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a roundtable. So as you gus, as you the listener are watching or
3:46
listening to this, We welcome your feedback in thoughts and comments, please drop
3:51
them in. We're here as resources. The reason when we do this is
3:53
because we want to give back and help you along your own journey. So
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that's the premise of the Business on Table podcasts. So for me, I'll
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just start and I'd love to give your guys' thoughts because I met Charlie and
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Bill through an organization called m and O, another networking group and lots of
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different folks and integration there. So, but in the idea of getting teams
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to come together and working well, and we're a team here, we're creating
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this experience, and what would you say is kind of just thinking of is
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important for you guys as one of what's one thing there's lots of them,
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but on one thing you've found to be influential in doing in getting Let's just
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start with an individual. You're bringing somebody new into a team, and what
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have you found to be a tool or resources or a way of being a
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behavior that has been beneficial for you. And I'll just start with you,
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Charlie, because I know you work with different people at different levels, and
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how would you bring. You know, what's one thing you're like, hey,
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you've got to consider this when you're starting to bring in somebody new into
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a team. Yeah, so it's number one thing for us is core value
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fit. It's essentially culture fit. Right. So Jeff Hoffman is one of
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the founders of like the whole like those kiosks, and also the Expedia groups
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at the airport, like the kiosk where you can sell ticket and all that
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good stuff. And so he talked about higher tough, manage easy. So
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you want your people to actually vet the potential candidates for culture fit and for
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core value fit. And so one of our eight core values that we've identified
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for our company is o CE like not o c D, but OCEE obsessive
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commitment to excellence. And so we can really quickly, just through a few
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conversations with a few of our people, vet out whether or not somebody had
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o CE or not. And so you want to hire tough that way when
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you manage you manage easy, you go rock start hunting, and you bring
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them on board the right people and get out of the way and let them
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do what they do best and go get their dry cleaning. So that's that's
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all from Jeff Hofflin. So you're you're you're more on the front Interron that
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what I hear you saying is you're looking at the values and with this person
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coming into the organizations, are they going to be a good fit before you
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even introduce anybody, You're you're doing this front end assessment. Yeah, and
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making surance taking taking that telling me like you're taking some more time in your
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hiring process and not just multiple realms and having the candidate exposed, be exposed
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to your team members and they will tell you is this one of our people?
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Mm hmm. To getting feedback from your team as well, absolutely,
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yeah, great, great, great feedback. How about you, Bill and
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working with teams, whether it's it's whether it's a nonprofit for profit, you
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know, when you're looking at because here's the thing, right, it's like
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there's a need, right, you got to need to feel in the organization.
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There's a tendency sometimes just to grab somebody to fill that spot. But
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how do you do it in a thoughtful right? And you can never do
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that, you know. I I concur with the with Charlie quite a bit
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on on the hiring tough uh and managing easy. You know, you need
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to know that the person you're bringing in is going to fit with the culture
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that you've created, you know. And and uh and yeah, a lot
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of that can be done by the by the people you already have in place,
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you know, letting them be in on the process of a vetting the
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new the new hire. Of course. Uh, it gets a little more
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difficult, a lot more difficult when when you're bringing in someone to consult someone
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on a temporary basis, you know, because you need a specific skill and
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you found somebody who has that a specific set of of of talents. But
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it can still work in a very similar way, you know, I was,
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I was just thinking of the Uh, anybody ever seen the movie Office
8:24
Space where they bring in the two Bobs and everyone is scared out of their
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minds because they their feeling is you only bring in consultants when you're going to
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fire people. And uh. And of course it comedy ensues, because that's
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the kind of movie it is. But uh, but you need to make
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sure that your people, no one understand what it is you're trying to accomplish
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by bringing someone in either on a permanent or a temporary basis. You know,
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and uh that way, That way people aren't scared out of their minds
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or or have some other negative, negative feeling about that. Mm hmmm.
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So yeah, being being considered that, I think that that's a great observation.
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Bill Ker, How about you? What do you? What do you
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What are some things that come to mind when you're bringing somebody new into a
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team, into the organization or an existing team. Yeah, so I think,
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you know, the points that Bill and Charlie have made have been really
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great ones. And I think building on that with with the culture fit and
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you have an existing team, I think really setting clear expectations for the new
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employee as well as the employees that are already there working in the team,
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and ideally going through an exercise where you really talk about norms, right,
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what are the norms of the team, how like what is the culture and
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kind of memorializing that so that when you you know, what is the communication
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and how do teams communicate together? What what is this particular team? What
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is the standard operating procedure? What are their values? How do you what
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does success look like? You know coming into that team, and that can
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create I think a culture of trust and safety where the existing you know,
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the employees that are already in the team feel comfortable, like Bill mentioned,
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you know, they they know what's happening. And then the new employee has
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has has a roadmap to success right and they understand, you know, how
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how they're supposed to behave and how this team behaves. So I would say
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really looking at at norms for the team and setting them up for success as
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well as you know, clear expectations in terms of what what they're going to
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be responsible for could help. I think that's great O Care because I think
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sometimes we don't when I sound intentional about that. Sometime we'll get it right
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and be really deliberate. And I think it depends on the organization. But
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I've been with some very very large organizations, very large, you know,
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thirty thousand or more employees, and sometimes what happens is you'll have teams where
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they've been functioning for ten years and they might have been part of an acquisition
11:18
themselves. So the actual culture in the organization between teams can be substantially different.
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And that's why I think it can be so important to really clarify what
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is this team's values, how do they work together, what are the expectations
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so that that new member can be successful. Well, I'll lovetail of that,
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because I have experienced care too. I came. I was at the
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time I went, I was working at the County of Riverside, which is
11:46
a big company, and then I went with another large engineering firm that's no
11:48
longer around anymore, but it was huge, and I just thought, coming
11:52
to this organization as a new team member, I thought, oh, my
11:56
goodness, is the biggest company I ever worked for. I thought, oh,
11:58
it would be so cool to be able to reach out to these different
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people connected. And I didn't realize how siloed, Like you said, how
12:05
siloed things were, and I was really surprised. I was just shocked because
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I hadn't worked with my company like this before. But I thought, this
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is a national, worldwide company, really national. As a biologist at the
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time, I thought, Okay, talk with all these biogis across the country,
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and I thought this was going to be so cool. And I was
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like, I just kept hitting barriers. I'm like, what in the world.
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I don't get it, I thought, experience, I'm like, and
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I felt discouraged because I thought I want to I as a connector and and
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and Karen and I are both giant guides. Congratulations Character for finishing up your
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your guide with a giant which is excited. But you know, as as
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as a connector person. And we've talked about five voices actually here early on
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in our podcast, So if you haven't listened to that, go back to
12:50
leadership voice. This is a really good one. But for me, I
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was like, I want to connect with others and I wanted to get that
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one. It was it wasn't that way. So what would you say,
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and I'll come back to your care here, what would you say to somebody
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that's in a group and maybe they understand Leland, but they're having difficulty integrating
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themselves, and what would bit of advice would you give them of like,
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hey, I started this new job, I'm in this neweral. I'm just
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having difficulty whether it's the company culture or maybe their unique team. But you
13:22
know, if they're just feeling out of place and trying to, you know,
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be successful in their job and career and they're just like, man,
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I'm just not feeling integrated, what would you suggest or what would you recommend
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to them to consider? Hmmm, that's a really great question. I mean,
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one of the things that I think can be helpful is, you know,
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especially in one of those large organizations right where people are so siloed and
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so much of the information is gleaned over the years, you know, sort
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of verbally from people. Is I would say, if they could get a
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mentor, right and find someone who is very integ in the organization, very
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successful in the organization, that could be a buddy and help them, you
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know, help help get them integrated. Could be a good way to go.
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Yeah, I'll throw it out to either Charlie Bill if you guys want
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to jump in our car too. Have you seen any I like the mentor.
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That's a great idea, car. So have you seen any other programs
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or other successes. I'll just give you two that I saw, at least
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at this company that thought was good. They had they had a project management
14:33
program, which was great because it was more formal, but it was a
14:35
way that had different disciplines, different groups come together. And they also had
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a Toastmasters group that came in that they hosted so you could go and attend.
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Anybody could attend that. Right. So those are just kind of two
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things off the top of my head. I appreciated that, but Charlie,
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I just maybe come to you first, or if you got have you seen
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any Charlie successful or again way, especially somebody's feeling like I'm struggling to connect
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here, Yeah, I would say the anecdote or antidote to not feeling connected
15:13
is to connect with people and build relationships. And that's how you earn trust
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by being curious and open and learning about the people and the culture and how
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things are, the lay of the land right before you try to insert yourself
15:35
into the environment. We have an exactly perfect example right now, our new
15:41
helped Us supervisor. His name is Julius, and we hired him because he
15:48
has a lot of experience with a lot of the concepts that were already implementing,
15:54
and you know, we needed somebody who is a little bit more asserted
16:00
and we'll hold people accountable because that's been missing. And the challenge was he
16:07
came in and tried to jump to doing that, being assertive and holding people
16:11
accountable without the relationship and connection building and the trust building first, and that
16:18
definitely rubbed a lot of people the wrong way. And to help this team,
16:22
and so the first step is always to build that connection, build that
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trust, get the layer of the land, learn, absorb, be curious,
16:32
stay open and just be an empty cup and take it all in before
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you can figure out what's working what's not working as well as it needs to
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be so that you can come up and have a discussion, Hey, this
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is what I noticed. How do you feel about X, y Z?
16:49
So it's not so like rigid and rough around the edges. So what I
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hear you say, Charlie is in this particular example, is that have he
17:00
is he's trying to integrate that he be open and coachable to like learning these
17:06
things so he can adapt and be more welcomed if he's if he's not being
17:11
so rigid and like, oh, I got to hold you accountable. But
17:11
you can give him feedback and he can receive that and right because he has
17:18
learned a lot of the similar concepts and he was just trying to implement what
17:23
he thinks is best practice before getting getting a good feel for what's already in
17:30
place. M hm. And so that definitely caused some conflict there. Yeah,
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Bill, what thoughts on that or or just you know this idea of
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when you're feeling you know, that's absolutely a great way to go about it.
17:48
You know, it's it's integrated. Integrating a new person into a team
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is often the same as trying to get into a cold pool, you know,
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swimming pool. You kind of want to your way into it, but
18:00
sometimes you really don't have a choice, and just jumping right in can be
18:04
the only alternative you have. But as far as other ways, I've definitely
18:11
been part of mentorship programs before. One company I was with actually held regular
18:21
informal get togethers and uh, you know, getting getting to know people outside.
18:29
You know, so that in a in a sense, in one sense,
18:32
nobody's comfortable. You know, you're all in a strange, strange kind
18:36
of environment and that you're not really used to being around others in that kind
18:41
of a way. But it's kind of a friendlier type of way to do
18:45
it, you know. I think, I think, honestly, I think
18:49
a combination of methods would seem to work best as far as as far as
18:56
getting people integrated into the into the the STINC team. Yeah, I mean,
19:04
you spur the thought in my mind builds. You're talking about this because
19:07
the traditional office based work, which most of us are professional services coming in
19:14
office has changed it's not the same way anymore. It's not where you come
19:17
in the office five days a week and you're around all these people and there's
19:22
so there's different integration. So, like you're saying about creating an event,
19:26
I think is super important because yeah, how else are we How are else
19:30
were we going to know these people? I and Carl Karen like to get
19:33
your thoughts on this because some of the times, especially in and are in
19:37
the industry of the AC industry, where there's a lot of people we hire
19:41
part time or as you know, they're not full even full time employees,
19:44
but they're still part of the team. How do you, you know,
19:47
integrate those people because it's constantly to hire people and to keep them on your
19:52
roster, and if you lose them, you got just this rotating thing.
19:55
So, Carol, what would you say, especially for those people that are
19:59
just a part time even like and they're not coming into an office every day,
20:02
right, what would you your thoughts ares and things to consider to the
20:04
business owner, Like, how are you going to maintain that relation? How
20:07
are you going to get them integrated so that they're feeling like they're actually a
20:11
part of the team and the organization and not just kind of out there floating
20:15
somewhere, and you know, what would you what would you say or what
20:18
wish you you should consider as a business owner or maybe a lead a department,
20:22
you know, running that group and that relationship with that kind of individual,
20:26
I would say for sure, especially because you know that part time individual
20:32
is probably remote, right, They're not coming into the office, and then
20:36
all of us are experiencing that where maybe all of our employees are remote.
20:38
You really have to be deliberate about your communication, right, and especially with
20:45
small businesses. I've been in businesses. You know, I started in an
20:48
office there was five or six people. You didn't really have to have a
20:52
formal staff meeting because you saw everybody every day right in the kitchen at launch
20:56
or by the water cooler. And once you start growing and getting larger,
21:02
or you start having people who are working in other locations, the communication has
21:10
to be very deliberate. It has to be very consistent, I think,
21:12
so that you can build that trust, because I think that's one of the
21:17
ways that trust is built is really through like deliberate, consistent messaging so that
21:26
people feel safe and they start to really understand the organization that they're working with.
21:30
I think, like Bill said, creating opportunities for people to get together
21:34
in person. I mean for field staff, is that a safety meeting maybe
21:38
once a month. Maybe it's a happy hour any time of project closes.
21:45
Perhaps there's a celebratory dinner something like that. So creating those opportunities, maybe
21:51
everybody comes into the office on Wednesdays. And then I think another thing,
21:56
especially as I look at Charlie Hare, is leveraging technology to the greatest extent
22:03
that you possibly can. And that might be hard for a small business owner,
22:07
right because some of those platforms are substantially expensive, But I think that's
22:12
really where as we move into this remote work environment, we really have to
22:21
change the way that we as leaders lead people and communicate with people. And
22:26
that might mean you have an employee who really only texts, or someone else
22:30
really does well on Slack, or someone else it's teams, or someone else
22:34
likes phone calls, someone else likes email, and we have to sort of
22:38
pivot and make sure that we're meeting employees where where they're at in terms of
22:44
what communication style they respond the most too. And I think you can,
22:49
you know, with a really well thought out technology platform, you can create
22:56
those sort of virtual office environment men way, you know, and I mean
23:02
I've seen post you know, your dog Day and you know, best Office
23:07
competitions and there's all different ways that you can kind of interact with people online.
23:12
So yeah, I think that that that is important to create that and
23:17
I think thinking through that, I think just there's, like you said,
23:19
there's a myriad of ways to do it. Sometimes as a business unders we
23:22
get or we just get distracted, and there's distract there's just other things on
23:26
our plate. And so finding if that's not your strength, and you know,
23:32
we all of us here in some way this is an area that we
23:34
actually like and focusing on, but that may not be your strength. So
23:38
understanding where that is for you and finding the right people in an organization or
23:42
or an outside consultant. I mean, Charlie, this is something I know
23:45
you do because you're helping them evaluate, you know, the how do we
23:52
use the right platforms, what are the right tools, and don't make it
23:55
overly complicated? Right? Oh yeah, yeah, let's us is more.
24:00
I mean leverage as much as what your current business licensing already comes with.
24:07
I mean the Microsoft platform. I have to say I mean even Google,
24:11
the g suite platform. There's tons of different tech and communication channels to to
24:18
to keep the team engaged and connected. So for the most part, businesses
24:23
that we deal with use Microsoft and so we actually internally use teams. Right
24:32
for for our our weekly get together, we have a dedicated training every Friday
24:37
morning specifically on our you know, prioritizing client experience. And so going back
24:45
to your original question of integrating part time people and things like that, the
24:49
mistake that we made is not including our part time people on those because I
24:56
mean, we have an overnight because we have a twenty four or seven security
25:02
operation center, so our overnight staff, we did it intentionally in the morning
25:07
so that it can include that person. But we definitely don't have a consistency
25:11
with our part time people because they're not a part of that. They're not
25:14
part of the two daily huddles that we have at the beginning the more the
25:18
day at the end of the day. And so the other thing going back
25:22
to the you know, post your cat day or whatnot, you can leverage
25:26
Viva Engage which used to be called YAM or that comes with your Microsoft licensing.
25:30
So that's like an internal private social media, so that way you're not
25:36
blasting your regular team's chat that is supposed to be for work with personal stuff.
25:40
Right, So just take use up all those basic communication channels that already
25:47
come with the business licensing to to keep the team engage and connected. And
25:52
that's why they need to talk with you. They may even know what's available.
25:57
It's there. I know, Bill, you're going to we're gonna lose
26:00
you here because you're gonna have to jump up. But just you know this
26:03
idea of communication, especially intergenerational communication, Bill, and just pop off with
26:11
us tonight. You know, I was just I was just thinking that.
26:15
In addition to you know, with especially with worldwide teams having to do inter
26:22
language communication. You know, even within within the US, we have intergenerational
26:29
communication issues between Gen Z and Millennials and Generation X, and Lord help you
26:36
if you have a Boomer on the team, you know, it's just the
26:40
language that's used by them, especially in their preferred electronic communication, is just
26:48
so different between between the different generations that a lot can be lost, and
26:56
so it becomes even more important to get the team together. You know,
27:03
there are people who can help you learn how to how to communicate with the
27:07
different generations. I know, sometimes it's a it's a big joke about you
27:14
know, the new the newer generations, you know, the younger generations talking,
27:18
you know, the way they talk to each other. But it's it's
27:22
deadly serious because these are people who are going to contribute to your team,
27:26
to your work and you need to know how to communicate with them and they
27:30
with you. Mm hmm yeah, absolutely, Yeah. So I mean this
27:37
is this is important that we're thinking about this and and I think in our
27:44
in to this point, and Kara, have you talk about this for a
27:47
minute. Here is there is this this generational gap right now that we're seeing
27:52
and what's motivating each generation. There's different motivators, right, So what motivates
27:57
a you know, a person or even a group of a team, and
28:03
you bring somebody else into that team in their different generation or whatever, it
28:06
may not be the same. So Kara, would you maybe just talk to
28:10
that and yeah, sure, yeah, No. I think Bill's point was
28:14
excellent. And I know that there's a lot of studies about conflict in the
28:18
workplace, and I think you know, we might think that it's you know,
28:22
it's a nationalities or differing genders or things like that that get a lot
28:27
of attention, but actually the most conflict in the workplace is intergenerational, and
28:36
particularly given how small gen X is, right, it's half the size of
28:41
the Boomer generation and then millennial generation, which means, you know, just
28:45
through as boomers retire, there isn't going to be a gen X leader who's
28:53
going to be able to take those spots, right, There's going to be
28:56
people from generations considerably below a baby boomer who's going to take those spots,
29:03
which will magnify that type of generational conflict. So yeah, yeah, to
29:11
that point, Kara, I mean, if there's a gap like that,
29:14
I think we're starting to see in the marketplace now in the leadership, right.
29:19
I had a talk with a gentleman named St. Shane Silsby. He
29:22
used to be the Orange County Public Works director and he's focusing on public work.
29:26
He's focusing on the public sector, but there's this gap in the public
29:29
secrety too. We're mostly talking private, but the same thing in the public
29:32
sector where you're losing this core leadership team and then you have these younger generations
29:37
and they don't have an example of how do I integrate people, because I
29:41
don't know. I haven't even integrated myself yet, and I'm supposed to bring
29:45
in and lead other people. That's a real challenge in our in our you
29:48
know, in organizations. Yeah, and you know where many of us,
29:53
I'm sure, sort of learned on the job, right, and we became
29:56
leaders over a period of ten or fifteen years, And there will be people
30:02
who will be asked to be a leader in three or four, right,
30:04
And so I think that's where formal mentoring, formal leadership development programs, coaching
30:11
will become a lot more important for those younger generations. Mentoring, partnering generations
30:18
together in the workplace to learn from each other could be a good way to
30:21
go to. Yeah. Yeah, this is a huge definitely a big,
30:26
big topic. Yeah, Yeah, I think we're you just you know,
30:29
this is another now yet, Karen's gonna have to come back so, you
30:33
know, because there's a lot more to talk about. We just said the
30:37
night to Bill, but I think this is probably a good place to be
30:41
put a pin in it for night while we're coming back around, because I
30:44
think, yeah, this intergenerational component, it's a whole other topic in itself,
30:48
but it's something we have to be very mindful of us we're integrating them,
30:52
because I mean just just a loan that I've been helping teams, you
30:56
know, the twenty somethings, thirty cent and now they've lived under remote work
31:00
for a few years, and now that's kind of almost the expected thing,
31:03
right. I want to work. I don't, don't get me wrong,
31:06
I want to work, but I want to work in this capacity. And
31:07
so how do we integrate somebody that's like that's their motivation? If you tell
31:11
them you have to come to the office five days a week and that's part
31:15
of being the team, They're like, I'm out, you know. I
31:18
mean some of them you do need some of some jobs you absolutely need that.
31:22
Others are like how do we how do we make that work? So
31:25
the business still gets what it needs and the employee still gets what they need,
31:29
and it feels like it's a win win versus, you know, because
31:33
this is this is there's existing teams right now, and I've talked with a
31:37
few. I was just at the Desert Tortis Imposium a couple of weeks and
31:40
I was talking to some folks that were saying, well, they're mandating us
31:41
coming back into the office for what Well, they say it's for team building,
31:45
but nobody else that I work there is going to be in the office
31:47
that day, So what's the team integration there? So I think that there's
31:51
some things in the marketplace right now that there's knee jerk responses and we're trying
31:56
to figure out how do we calibrate that, what's the right mix? Yeah,
32:00
I mean what you've seen that too, and here you seeing shake your
32:04
heads. Yeah, there's there's a lot there. There really is a lot
32:07
there in terms of back to work strategies and oh yeah, probably that's what
32:13
we're going to come back. Well, so what we'll do is we're going
32:15
to have we have many more topics to cover here. So as you guys
32:16
are listening, you like this leaguer comments, let us know, please share
32:21
this. This is the exciting part if you if you're also if you're resonating
32:23
with one of these topics and you're like, hey, I'd like to join,
32:25
and we have different guests. That's why I care. Here Charlie's back
32:30
bill. We had doc C last week, so we alternate our around table,
32:34
which is funday or different voices. But final thoughts. I'll come to
32:37
you Charlie first and hearra here in the podcast. You know again as we
32:43
think about you talked about core values and assessin then Charlie and again maybe just
32:49
share a success story or just a moment of like, hey, this is
32:52
this is uh successful team integration. This is where I felt like, hey,
32:57
we were really doing it right and want to encourage people as it listened
33:00
to us wrap up tonight and now come to your care as well on that.
33:05
Yeah, So, because of the generation gap that was just touched on,
33:09
there are going to be different things that the different generations would think as
33:16
normal, right and acceptable, and so being able to clearly define what success
33:22
looks like from a culture standpoint, from the way we want to communicate,
33:25
like what Kara had mentioned giving people the roadmap, and so we actually had
33:30
created a credo card which defines what does because we are our action statement is
33:37
always deliver well, so we actually define what as well. Feel like we
33:42
have our never and always list so things that we know that our pitfalls in
33:46
the way people communicate across the different generations. For example, we say never
33:52
say no because we're very heavily service oriented and always, you know, present
34:00
what you can do and do whatever it takes two to make it right.
34:04
And so just little things that make the world of difference. And so we
34:09
have a whole like two three pager covering what as well feel like our core
34:15
values and the never always we have a list of different things that that are
34:21
common common uh triggers or irritants among our service uh you know communications. So
34:30
that's that's been working really well for us. And and we actually go over
34:35
one thing from from that credo card at each of our huddles. Oh that's
34:39
great. That's just to be and being intentional Charlie and thinking that putting us
34:45
in the forefront of everybody's mind. Absolutely, thank you for sharing that,
34:47
Karen. How about your final thoughts feedback on that sharing? Yeah, No,
34:52
I think that's those are all really great best practices. I think you
34:57
know, one thing I just wanted to mention that I have used as tool,
35:00
particularly with integrating mergers and acquisitions or when you have teams that are coming
35:05
in that really have never worked together before, is really doing as much as
35:09
you can doing stay interviews and tailoring an interview to each staff member about what
35:16
what do they love about the existing team that they're in if they were from
35:21
a different acquisition, you know, what was what was the why did they
35:24
stay in their job? What did they love doing every day? What's really
35:30
important? What did they value? And then taking that and really doing an
35:34
analysis so that you can really see and build on when you integrate the teams
35:37
together, the commonalities, right, and how they're going to work together by
35:43
knowing really what what people's values are and what they found really attractive about their
35:52
their team as as it was as you create new teams. So that's I
35:57
think the doing interviews like that a cool way to get a lot of Yeah,
36:02
I like that's having a stay interview, like what is it that keeps
36:07
you here? Right? Because it may be different for different people. There's
36:10
different motivations, right, We've talked about different generation. Could be flexible work
36:15
environment, could be people I like it be the type of work that I
36:17
get to do. I could be the project. Yeah, the projects.
36:22
It could be a variety of different things that if you're not clear about that,
36:25
you might be focusing on the wrong things and emphasizing you know, hey,
36:29
well you want more of this, and they're not really you know,
36:32
so these are great great, great ideas, concepts, real world tested.
36:37
As you guys are listening to this and watching us, these are things that
36:40
have actually been applied and tested and work. So please use them and reach
36:45
out to us, reach out to Caro, Charlie, Bill myself. We're
36:49
here to help you. Guys. Leave a message, reach out to us.
36:51
We will respond directly to you. That's why we created the Business Amount
36:54
Table podcast as a way to connect and share and hopefully bring victory in in
37:00
your workplace, and so we appreciate you guys joining with us. Until next
37:04
time, Thank you all. Have a great night. All right, you
37:08
too, David, Thank you so much, David, have a good