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Achieving Innovation, Collaboration, and Engaged Team Through Business Coaching with Paige Cocke · Budget Your Business

• 0:00
  Scott: Hello, and welcome to Budget Your Business, the podcast for small business owners who want to learn how to financially plan for every aspect of their business.
• 0:10
  Scott: I'm your host, Scott Geller.
• 0:12
  Scott: Today I'm joined by Paige of Realized Success to talk about using a business coach.
• 0:18
  Scott: Hello, Paige.
• 0:19
  Scott: Hi, how are you?
• 0:20
  Scott: Good, I'm doing well.
• 0:22
  Scott: Thanks for coming on today.
• 0:23
  Scott: Thank you.
• 0:25
  Scott: So, for folks who are just meeting you for the first time, could you share a little bit about who you are and what you do?
• 0:33
  SPEAKER_00: Absolutely.
• 0:34
  SPEAKER_00: So I am uh the founder and CEO of Realized Success, as you mentioned.
• 0:40
  SPEAKER_00: What I bring to the table for people and what I run my business is the decades-long experience of corporate America.
• 0:48
  SPEAKER_00: I uh CPA by trade, been a CFO for a super long time.
• 0:53
  SPEAKER_00: Several years ago, I started getting certified in the human side of things, meaning engagement, looking at supporting employees, leadership development, et cetera.
• 1:06
  SPEAKER_00: And the business actually triangulates those things together to look at a whole system organization view of a company, whether it's a small business or whether it's a large organization.
• 1:19
  SPEAKER_00: So leading with leadership development, leadership drives the culture, which also impacts the financials.
• 1:26
  SPEAKER_00: And so it's a whole system view of things.
• 1:29
  Scott: Wonderful.
• 1:30
  Scott: So it's it's good to know one of us CFO uh escaped into something a little bit beyond finance and a little bit more uh a little more well-rounded.
• 1:41
  SPEAKER_00: Yeah, it's a lot of fun.
• 1:44
  Scott: Yeah, I bet it is.
• 1:45
  Scott: Um, so maybe could you give us a little bit of of a 101 around what is business coaching?
• 1:54
  SPEAKER_00: Sure.
• 1:54
  SPEAKER_00: So um what I'd like to do first before we get into the conversation is kind of differentiate what a coach does, what a consultant does, and what a trainer does, because there's a lot of confusion, I think, in thought process around those three things.
• 2:10
  SPEAKER_00: So a consultant will effectively go into your organization and kind of tell you what to do.
• 2:16
  SPEAKER_00: Like these things need to be fixed, and they'll hand that over to you to implement.
• 2:21
  SPEAKER_00: A coach, on the other hand, will literally, uh, and I'll speak from an individual standpoint, will literally help develop an individual that can also be expanded to a team or to an entire organization.
• 2:34
  SPEAKER_00: And that's more self-awareness and personal development.
• 2:39
  SPEAKER_00: Training, on the other hand, a lot of people call leadership development.
• 2:43
  SPEAKER_00: I'm sorry, a lot of people call training leadership development.
• 2:46
  SPEAKER_00: And that's more the classroom workshops, etc., where you sit in a classroom for a full day, you get a book, likely that book will go on your shelf and nothing ever changes.
• 2:57
  SPEAKER_00: So, what I do is I kind of mix consulting and coaching a bit.
• 3:03
  SPEAKER_00: So I use uh reflective inquiry to work with an individual to learn about them and where they are in order to develop a development plan for that person.
• 3:12
  SPEAKER_00: But on the business side of things, I also coach consult because I look at the whole entire organization.
• 3:20
  SPEAKER_00: So with that, um can you ask your question again?
• 3:24
  SPEAKER_00: Because I lost it in my sure.
• 3:25
  Scott: I no, that's the you you're kind of answering already.
• 3:28
  Scott: It's it's more just uh your definition of what a business coach means to you, really.
• 3:34
  SPEAKER_00: Sure, sure.
• 3:35
  SPEAKER_00: So yeah, so for me as realized success, it is in fact looking at both the people and the business together because you, you know, when you have the right people, I always call it right butts and right seats, um, people in the organization that can effectively look at processes, people, effect on the customer, et cetera, then all of that, you know, I flip between coaching and consulting only because I've got such a vast array of experience in corporate America doing many, many, many different roles.
• 4:08
  SPEAKER_00: And so I'm able to lean one way or the other depending on what the business needs.
• 4:14
  Scott: Hmm.
• 4:16
  Scott: So tell me about a little bit of the process.
• 4:18
  SPEAKER_00: How does this type of process work?
• 4:21
  SPEAKER_00: Sure.
• 4:22
  SPEAKER_00: So basically the process starts effectively the same.
• 4:27
  SPEAKER_00: I do a lot of homework on the company, and I sit down with the leaders of the organization and I interview them, and then I have a values-based assessment that I start with.
• 4:38
  SPEAKER_00: Now, the the self-awareness of the leaders of an organization is what is going to drive most of the rest of the plan.
• 4:48
  SPEAKER_00: When you look at individuals and help them look at themselves, that is what will develop skills that are necessary.
• 4:58
  SPEAKER_00: It also, through the interview process, allows me to understand their background and it also allows me to understand where they think issues are within the company.
• 5:08
  SPEAKER_00: Because if you think about it, uh an individual is a human, right?
• 5:13
  SPEAKER_00: So they're a human at home, they come to the office and they're a human in an employee wrapper or in a leader wrapper.
• 5:20
  SPEAKER_00: And then that leader or employee wrapper is in an organization, which is an organism all in and of itself.
• 5:28
  SPEAKER_00: So getting to the heart of the human is really where I start because they're working in an environment that might be different values, different belief systems, etc.
• 5:38
  SPEAKER_00: That's what pulls through that individual.
• 5:41
  SPEAKER_00: So the process is I start with what is your desired outcome?
• 5:45
  SPEAKER_00: Let's have lots and lots of questions about that, do the interview process, and then plan based on what we learn from those things.
• 5:54
  Scott: And how long does that typically take?
• 5:56
  Scott: Or how long should I kind of prepare for this?
• 5:59
  Scott: And how long does that usually take?
• 6:00
  SPEAKER_00: Sure.
• 6:01
  SPEAKER_00: Um, it it depends.
• 6:02
  SPEAKER_00: I know that I'm probably gonna say this to you more than one time today.
• 6:04
  SPEAKER_00: That's fine.
• 6:05
  SPEAKER_00: It depends.
• 6:06
  SPEAKER_00: I expect if I think about a small business, so you know, one to ten people, um, that might be easier, frankly, because the plane hasn't left the airport yet.
• 6:18
  SPEAKER_00: And so working with a small business that might be a startup and setting a foundation of mission, vision, strategy, developing the leaders with the desired outcome to be this kind of company, company type A, um, that typically takes a lot less time.
• 6:34
  SPEAKER_00: So, say six months, I'll call that six months.
• 6:37
  SPEAKER_00: Um, a company the size of maybe 10 to 30 to 50 to 100 people, depending on how experienced their leaders are in years, um, it might take a year to kind of do a whole system change.
• 6:55
  SPEAKER_00: Now I'm gonna caveat that to tell you whole system changes are hard for a lot of companies, and it's not the only thing I do, but what ends up happening is um a company will contact me and they'll say, Oh, this person needs leadership development.
• 7:10
  SPEAKER_00: Well, when I pull through the individual to the environment in which they're working and I have that discussion, then the company realizes it's not just that one person, it's it's broader than that.
• 7:22
  SPEAKER_00: Um, additionally, when they start to see the impact from a financial standpoint when working with an individual, like in that department, like all of a sudden one department will start being stellar compared to the rest of them.
• 7:35
  SPEAKER_00: I'm brought in for further work.
• 7:37
  SPEAKER_00: So whole system change for a company the size between I'd say 10 to 50, maybe 100, depending on um how experienced the leadership team is.
• 7:48
  SPEAKER_00: I'm looking at a year, individual development.
• 7:51
  SPEAKER_00: I can make great strides with people in six months.
• 7:54
  SPEAKER_00: Um, and again, that just depends on the person and where they are.
• 7:58
  SPEAKER_00: It's it takes a lot of vulnerability, to be honest with you, both from an organization standpoint and from an individual standpoint.
• 8:05
  SPEAKER_00: And so the level of openness to be vulnerable drives a lot of the time.
• 8:12
  Scott: I I I could definitely see that.
• 8:15
  Scott: Given that point that you're making about you need to be be open, right?
• 8:19
  Scott: You need to be willing to share and and and be forthright and honest about it.
• 8:23
  Scott: Otherwise, I imagine that it doesn't really work.
• 8:26
  Scott: That's correct.
• 8:27
  Scott: Correct.
• 8:27
  Scott: That's correct.
• 8:29
  Scott: Given that, then when should a company be thinking about taking this step?
• 8:36
  SPEAKER_00: Sure.
• 8:36
  SPEAKER_00: Um, I think when you're doing your budgeting, so sometimes the budget comes out of training, um, and sometimes the budget is just set for leadership development, knowing that a company wants to grow from one stage to another.
• 8:51
  SPEAKER_00: So it's really, as I'm sure you know, it's hard to get from you know, zero to a million in revenue.
• 8:58
  SPEAKER_00: It's really hard to get from one to five, it's really hard to get from five to ten.
• 9:02
  SPEAKER_00: So when you're at a stage of in your organization where that growth spurt, if you will, um wants to be had, that's a really good time to pause and take a look and examine where you are and what you're doing.
• 9:17
  SPEAKER_00: I would also say if you don't have a budget, you should look at your budget.
• 9:23
  SPEAKER_00: Um, honestly, it's a it's an investment in your company and it's an investment in long-term growth for your company to allocate funds to this type of work.
• 9:35
  SPEAKER_00: If you don't have key performance indicators, and I'm talking all key performance indicators, including what people typically deem human resources type metrics like employee engagement and attrition rate, if you don't have those things in place, that's where you need to.
• 9:54
  SPEAKER_00: I mean, you I would definitely make a phone call to get somebody to help you look at your company.
• 9:59
  SPEAKER_00: The reason why you would want to look outside, and especially with me, I ask a million questions.
• 10:04
  SPEAKER_00: I've always asked a million questions.
• 10:07
  SPEAKER_00: And so bringing someone in that may even not be familiar with your industry to learn and ask those questions, you can look at alternative ways of measurement.
• 10:17
  SPEAKER_00: And so, to the to your question, the measurement, if you don't have what you're measuring against, like your budget, like your KPIs, how do you know how well you're doing?
• 10:28
  SPEAKER_00: How do you know what progress you're making toward your goal?
• 10:31
  SPEAKER_00: It's it's impossible to know if you're not tracking it.
• 10:35
  SPEAKER_00: I'll say one other thing about uh leading indicators, including employee engagement and attrition.
• 10:41
  SPEAKER_00: Those are, I'm sorry, key performance indicators, not leading, they're actually lagging indicators.
• 10:47
  SPEAKER_00: And so once you start to see a problem in your key performance indicators, and frankly, even in your financial statements, the problems already happened.
• 10:56
  SPEAKER_00: And so hiring a business coach or a consulting company will allow for you to go back and identify the thing that caused the problem and be able to fix it, whether it's a human that needs coaching or whether it's a process problem.
• 11:13
  Scott: You mentioned you know this is an investment in the business and kind of include this with your budgeting process.
• 11:20
  Scott: How should small business owners or you know, mid small, mid-tier size business owners, how should they think about the cost of this?
• 11:28
  Scott: Or maybe you know, bringing in, bringing in a coach.
• 11:31
  Scott: How is that?
• 11:32
  Scott: And I'm sure it's going to depend because you know I've seen these services before.
• 11:37
  Scott: Um, or maybe explaining like how does the pricing work so so that somebody can be a little bit prepared for that conversation.
• 11:44
  SPEAKER_00: Yeah, sure, absolutely.
• 11:46
  SPEAKER_00: Um, again, it it depends on the desire and need of the organization.
• 11:51
  SPEAKER_00: Um, I work with business owners um as a confidential advisor because when you're a CEO and founder of an organization and you're trying to grow, who do you talk to, right?
• 12:02
  SPEAKER_00: Well, who do you get guidance from?
• 12:04
  SPEAKER_00: And so those types of things is like you need to be able to have a person that you trust that knows you and knows your company to um be able to just pick up the phone and ask the question, like, what the heck do I do here?
• 12:17
  SPEAKER_00: And so there's a retainer type of process that that can fall under.
• 12:23
  SPEAKER_00: It's um I I can only speak for myself as far as costs.
• 12:27
  SPEAKER_00: Um, it depends on what's necessary.
• 12:30
  SPEAKER_00: And I always try to work within the budget of the business and try to over-deliver based on that budget.
• 12:37
  SPEAKER_00: So another thing, um, you know, you can if if costs are a great concern and you want still leadership development, group leadership development can be extremely effective and cost-effective at the same time.
• 12:53
  SPEAKER_00: And if if that's the case and you want to do group coaching, um, highly recommend it.
• 12:59
  SPEAKER_00: You do need to set the stage for safe space and making sure that people are feel comfortable talking about issues in front of a group of people, which I have a process to get people there.
• 13:11
  SPEAKER_00: Um, there's economical type ways that you can manage your budget in order to pay for any kind of leadership development or coaching.
• 13:20
  SPEAKER_00: I can also be extremely creative in so many ways to laser focus on what's necessary in order to kind of get the income higher.
• 13:32
  SPEAKER_00: So, one of the things that's really good about realized success, back to the introduction, with my finance background and with my leadership development and culture development, I'm going to start affecting your bottom line pretty quickly in a really good way.
• 13:47
  SPEAKER_00: Efficiencies in process, innovation, your leaders are going to be able to pull out of the weeds, look strategically at risks and things like that.
• 13:55
  SPEAKER_00: So it's it's foundational in so many ways to get a good coach and consultant in early to be that confidential advisor, consultant, and coach.
• 14:07
  Scott: Thank you for that.
• 14:08
  Scott: Sure.
• 14:09
  Scott: You've you've mentioned working on the individual versus working on more of a leadership team.
• 14:16
  Scott: What's the difference between working with just an individual and is it just a leadership team?
• 14:21
  Scott: Could it be more than leadership team?
• 14:23
  Scott: And maybe and just you know what the differences there are.
• 14:26
  Scott: Yeah, sure.
• 14:27
  SPEAKER_00: So the if you think about a um a magnifying glass, the individual literally, I start with the individual person and their self-development needs.
• 14:39
  SPEAKER_00: And so that a lot of self-awell, easy for me to say, self-awareness building.
• 14:45
  SPEAKER_00: Um, it's a lot of uh personal development, so emotional intelligence, being able to um understand when emotions are there, decision making is another good one.
• 14:56
  SPEAKER_00: Delegation, I see most of all, like people, especially new leaders.
• 15:01
  SPEAKER_00: I love new leaders, but they don't know how to delegate most of the time.
• 15:05
  SPEAKER_00: And so it's it's getting them to understand the why behind.
• 15:08
  SPEAKER_00: So that's the individual.
• 15:10
  SPEAKER_00: When you zoom out to a department team or all the way out to the organization, you start to look at that systemic view of things and what's impacting performance, for lack of a better way to put it.
• 15:25
  SPEAKER_00: And then when I say performance, it's either individual from a leadership perspective or company performance.
• 15:32
  SPEAKER_00: And so when you start with the individual, so regardless if I stay with an individual or I go pull out to a team or pull out to the entire organization, you're kind of looking at different things.
• 15:44
  SPEAKER_00: Um, whole system view, if you will, for an organization, department view.
• 15:50
  SPEAKER_00: In the department view or team view, there's processes that come in and processes that go out that might impact that team.
• 15:58
  SPEAKER_00: And so it's a matter of where that company uh wants to focus or feels like they need to focus.
• 16:05
  SPEAKER_00: Um, so um, did that answer your question?
• 16:08
  Scott: It it did, and maybe a further elaborate on that.
• 16:12
  Scott: Uh you said the whole organization.
• 16:14
  Scott: So typically I've always thought about a business coach as kind of an individual one-on-one, but it sounds like it can be for the entire business.
• 16:24
  SPEAKER_00: Is that is that yes, absolutely.
• 16:27
  SPEAKER_00: Now, I have uh what I'll call a staged um process for addressing whole company change.
• 16:35
  SPEAKER_00: Um, and like I said earlier, there's it's hard.
• 16:38
  SPEAKER_00: It's like trying to fix a plane while it's in the air, right?
• 16:42
  SPEAKER_00: It and and it can be done, but it's methodical in so many ways.
• 16:46
  SPEAKER_00: And so when you're trying to do whole organization or dressing whole organizations, the prep work, I'll call it at the very start, is the most important.
• 16:56
  SPEAKER_00: It's the it's interviews and interviews and interviews of all levels of the organization, because unfortunately, and fortunately, depending on how you look at it, the leaders sometimes don't know the job of the person.
• 17:11
  SPEAKER_00: And so when I do all the way up and down, if you will, in a hierarchy view, uh interviews, I get the full picture of what's actually happening and where the disconnects have to be.
• 17:23
  SPEAKER_00: And with that, I work with the um management team, C-suite executive team, whatever you want to call them, um, to methodically go through.
• 17:32
  SPEAKER_00: If you don't start at the start, if you will, and you start to affect change somewhere in the middle, that's never gonna work.
• 17:39
  SPEAKER_00: And what you wanna do is build that credibility with the organization that change is coming and get those the get the start of it like started, meaning I typically look at the biggest pain points and see if I can start there because once um if if the C-suite of an organization decides that they want whole system change, um making great strides early will have the whole buy-in from the whole organization.
• 18:12
  SPEAKER_00: And so starting at the start.
• 18:14
  SPEAKER_00: So it's a whole lot of evaluation up top and then methodically going through and making tweaks and adjustments and re-looking and saying, okay, we're still on track or we're not on track.
• 18:24
  SPEAKER_00: Huge fan of feedback.
• 18:25
  SPEAKER_00: I ask for feedback all the time.
• 18:27
  SPEAKER_00: So that methodical view of things as you're pushing through.
• 18:31
  SPEAKER_00: And I'll tell you, if you don't mind, a little anecdotal story.
• 18:34
  SPEAKER_00: Um, I did this for a company, and um the owner of that company, after a year, sat across the table from me and he said, I have no idea how you did what you did, but we are a world different from where we were a year ago.
• 18:51
  SPEAKER_00: And he it was like this incredible change within his organization, and I was just so pleased to do that.
• 18:59
  Scott: That's a great, great feedback, isn't that?
• 19:01
  Scott: That's exactly what you want to hear in that type of role.
• 19:04
  Scott: Yeah.
• 19:06
  Scott: Given your finance background, you see immediate impact to the bottom line.
• 19:11
  Scott: What other types of returns should an organization or or leadership expect from from this type of coaching?
• 19:18
  SPEAKER_00: Yeah, I'm so I'm excited to answer this question, to be honest with you.
• 19:22
  SPEAKER_00: Um, the the working with a coach or or um business consultant, the innovation on your team will greatly increase.
• 19:33
  SPEAKER_00: The collaboration on your teams will greatly increase.
• 19:36
  SPEAKER_00: Your leaders will be able to make decisions faster and better.
• 19:43
  SPEAKER_00: Um, and I'm gonna pause on that for a second.
• 19:46
  SPEAKER_00: There's a lot of times that people feel like they have to know every single inch of every piece of information before making a decision.
• 19:54
  SPEAKER_00: And if they're not receiving the most accurate information, so back to processes, they're still gonna make a bad decision with bad data, right?
• 20:05
  SPEAKER_00: Um, but knowing that they have engaged their team, that they've delegated appropriately, that the processes are in place and double-checked and all the things, they can rely on the information and therefore make better decisions.
• 20:20
  SPEAKER_00: Those same leaders, now that they've empowered their teams, can look around corners faster.
• 20:26
  SPEAKER_00: They can look at strategic things versus the day-to-day detail, check-in-the-box things that sometimes leaders end up doing.
• 20:35
  SPEAKER_00: Um, like, and I know nobody expected COVID to happen, but if you think about what happened to everybody at COVID, those companies with a solid foundation and a great culture and great leadership turned around 43% faster than companies without.
• 20:53
  SPEAKER_00: So that's huge.
• 20:54
  SPEAKER_00: When you have a really good foundational, solid processes, great leadership, great culture, things like COVID can, of course, it's going to impact your company, but it's not going to squash your company.
• 21:10
  SPEAKER_00: The thing I'll add to that is, and this is this is another one of my favorite things to let people know when you build a good leadership team and everybody in the organization knows where they're headed.
• 21:22
  SPEAKER_00: Employees find a sense of purpose within that organization because they feel part of the bigger of the bigger picture.
• 21:30
  SPEAKER_00: They know why they're doing what they're doing, and they know that they're contributing.
• 21:35
  SPEAKER_00: So that increases productivity.
• 21:38
  SPEAKER_00: And when everybody's aligned, your customer feels it.
• 21:42
  SPEAKER_00: And your customer is key.
• 21:44
  SPEAKER_00: And that customer is going to refer you because of how they felt throughout the entire process.
• 21:50
  SPEAKER_00: So, like Chick-fil-A is like a huge example of that.
• 21:53
  SPEAKER_00: You know, when you go to Chick-fil-A, you're gonna get the same service, you're gonna have it my pleasure at the end.
• 22:00
  SPEAKER_00: Like they've they've got it, they're all aligned and they know.
• 22:02
  SPEAKER_00: So if you if you think about that, you know, the customer experience is felt throughout your organization, regardless of whether you're customer facing.
• 22:14
  Scott: Yeah, that's that's definitely Chuck Filet's uh um recipe for success, sir, isn't it?
• 22:20
  Scott: It's it's interesting.
• 22:21
  Scott: I I actually watched the movie with my son founder about the McDonald's founder who technically didn't found it, but he took over the idea and swept the US.
• 22:30
  Scott: And obviously, I I personally think McDonald's gone a little bit away from that.
• 22:34
  Scott: But it's the same idea of giving something that's predictable.
• 22:38
  SPEAKER_00: I mean, yeah, I mean, think about Kodak as an example.
• 22:42
  SPEAKER_00: It's it's the other side of the example where, you know, uh, in hindsight, everything's 2020, of course.
• 22:49
  SPEAKER_00: But when you when you look back at a Kodak as an example, they didn't have a strong culture and they didn't have a strong leadership team.
• 22:57
  SPEAKER_00: And when when you're not able to see what's coming, right?
• 23:00
  SPEAKER_00: So they're if they're in the weeds and they're looking down all the time, they missed so many things, such that the company ended up being just patents, right?
• 23:11
  SPEAKER_00: That was the value, was the patents that they that they held.
• 23:14
  SPEAKER_00: They totally missed all the digital, you know.
• 23:17
  SPEAKER_00: I mean, goodness knows, with AI, they'd they'd they'd be out in a boat somewhere, right?
• 23:24
  SPEAKER_00: Um, and so it's the same thing.
• 23:26
  SPEAKER_00: And so if you're not watching those things, and and I would even say uh companies should probably do a look, an evaluation, um, you know, every three to five years.
• 23:39
  SPEAKER_00: And and if an organization hasn't looked at their culture and their leadership team since COVID, um, you want to look because as you know, everything changed during COVID.
• 23:49
  SPEAKER_00: It's people's work expectations, whether it's remote or in person.
• 23:54
  SPEAKER_00: The other dynamic that's like living and breathing right now is the difference in the four.
• 24:00
  SPEAKER_00: So there's always been four generations in a workforce, but right now the differences in the four um generations in a workforce are so different.
• 24:11
  SPEAKER_00: I mean, the experiences of each of them are so different, and trying to pull those things together and leverage the knowledge of each of those four is monumentally key.
• 24:22
  SPEAKER_00: So that's another thing that a business coach consultant can help you look at is, and I'll add another one while I'm talking away here.
• 24:31
  SPEAKER_00: DEI is another one.
• 24:32
  SPEAKER_00: So, like DEI, people treated that like a checkbox.
• 24:37
  SPEAKER_00: Well, it's not a checkbox.
• 24:38
  SPEAKER_00: Like, if you want to embrace that, that's a change that needs to happen.
• 24:43
  SPEAKER_00: And it's a it's an evaluation, it's like the women's suffrage movement.
• 24:47
  SPEAKER_00: Like, it's gonna take a long time for that for it to become real for people.
• 24:51
  SPEAKER_00: So, again, it's it's good to have a business coach and consultant.
• 24:56
  SPEAKER_00: It's good to have it in your budget for sure, because you know, your your business advisor, coach, consultant will tell you, you know, they'll be able to look around corners for you or help you look around the corners.
• 25:09
  Scott: Okay.
• 25:10
  Scott: Well, speaking of looking around corners, I I like to wrap up all shows with one to three immediate takeaways for budgeting that or looking around that corner that our listeners could literally put into action as soon as they turn off the podcast.
• 25:29
  Scott: What can you share with us today?
• 25:31
  Scott: And if it's something you've already mentioned, then that's fine as well.
• 25:34
  SPEAKER_00: Yeah, sure.
• 25:35
  SPEAKER_00: Um, I will repeat the um employee engagement.
• 25:40
  SPEAKER_00: Um, there's a there's a monetization of um tracking your uh employee engagement.
• 25:48
  SPEAKER_00: The other thing is attrition rate, so it's a you'll probably gonna feel like that's a little similar.
• 25:54
  SPEAKER_00: Um I don't did I throw out my example um for the attrition rate?
• 26:00
  SPEAKER_00: I don't think so.
• 26:00
  SPEAKER_00: A dollar.
• 26:01
  SPEAKER_00: Okay, so I'll just make this real for people.
• 26:04
  SPEAKER_00: Sure.
• 26:04
  SPEAKER_00: If you have 100 people in your organization and you have a 3% attrition rate, that and your S your average salary is 60 grand, that's$500,000 out the door every year.
• 26:18
  SPEAKER_00: That's real money.
• 26:20
  SPEAKER_00: So if you're not tracking and monetizing your attrition rate, you need to start doing that.
• 26:26
  SPEAKER_00: That's like total impact.
• 26:29
  SPEAKER_00: Um, what I would do is evaluate your current the third thing is evaluate your current performance indicators and see if there's anything new that you can add, especially given the environment change, um, with people change, etc.
• 26:46
  SPEAKER_00: Like that's another thing that I would do.
• 26:48
  SPEAKER_00: And definitely, definitely budget your business.
• 26:52
  SPEAKER_00: If you're not tracking it, it will get away from you.
• 26:55
  Scott: Yes, it will.
• 26:56
  Scott: Yes, it will.
• 26:57
  Scott: So I I I like those.
• 26:58
  Scott: So it's it's monetize um your employee, you know, tracking your employee engagement, tracking that attrition rate.
• 27:05
  Scott: I love that example because people think, ah, I lose some money, I'll just fill them.
• 27:10
  Scott: But to your point, if you're losing half a million dollars a year, that's that's real money.
• 27:15
  Scott: That's important.
• 27:15
  SPEAKER_00: It's real, yeah.
• 27:17
  Scott: And then evaluating your current KPIs and seeing what's changed.
• 27:20
  Scott: Yeah, I I love those, Paige.
• 27:22
  Scott: Thank you.
• 27:22
  Scott: I also enjoy listening to a good podcast or book recommendation.
• 27:26
  Scott: Do you have any for us today?
• 27:29
  SPEAKER_00: I do, and they're gonna feel very similar.
• 27:32
  SPEAKER_00: Um, this man has a very soft spot in my heart.
• 27:35
  SPEAKER_00: Uh, Jack Canfield, he is the co-author of the Chicken Soup for the Soul Books and um The Success Principles.
• 27:43
  SPEAKER_00: So the Success Principles book uh is one that I highly recommend.
• 27:48
  SPEAKER_00: Um, implementing it is harder than reading it.
• 27:51
  SPEAKER_00: Um so try to implement as well as read.
• 27:54
  SPEAKER_00: And he's just started a podcast himself.
• 27:57
  SPEAKER_00: Um, I believe he started it uh around September of 23.
• 28:02
  SPEAKER_00: And he has some of the most amazing thought leaders on his podcast.
• 28:07
  SPEAKER_00: So I listen to that regularly when I'm walking.
• 28:10
  SPEAKER_00: So I highly recommend that as well.
• 28:13
  Scott: I'm not listening to that one, but it sounds like one that I need to add to my list here.
• 28:18
  Scott: He's awesome.
• 28:20
  Scott: Well, Paige, this has been great.
• 28:23
  Scott: Where can people find out more about you online?
• 28:26
  SPEAKER_00: Sure.
• 28:26
  SPEAKER_00: Um, I have a website and it's realize-success.com, or you can email me at success at realize success.com.
• 28:39
  Scott: Great.
• 28:40
  Scott: So everybody check out realize success-success.com or email page.
• 28:46
  Scott: Well, thank you for joining me today.
• 28:48
  Scott: Thank you.
• 28:48
  Scott: It was such a pleasure, and I'm so happy to support you.
• 28:53
  Scott: All right, folks, that's it for today.
• 28:56
  Scott: I'm Scott Keller, and I hope you join me next time for budget your business.