00:00Richard, I really love that point. As you're mentioning that, I'm thinking of two things
00:05that came to mind, right? Like earlier on, you know, we talked about communication briefly.
00:09It's also that communication and having that open door. And I also jotted something down as far as
00:15just the feedback component, right? You know, just having that open door, communicating with
00:21your employees. You mentioned, you know, you have a couple of employees that's been with you for
00:24years, right? I mean, I'm pretty sure they're not going to stay, they won't stay there if they
00:29weren't happy, but you know, they're happy, they're seeing success. How, how, how are you able to
00:36retain great talent at the same time and give that constructive criticism to help them improve in
00:45their day to day? I don't want Mr. Burns Smithers. I don't need a yes man. I want someone that
00:52wants
00:53me to win, but you can't yes me every day. My tie doesn't look good. You gotta let me know.
00:58And so
00:59it allows somebody to take that risk and to take that chance and that vulnerability to put their
01:06mind out there and not saying that their opinion or what they see at that moment is the right thing
01:13or correct. But the fact that someone feels comfortable enough to speak with me are some major steps. And
01:21it goes both ways because I, once again, with my general manager, IT director, and supervisors, will
01:27just throw things out there in regards to changing a tone of a script or rebuttals. And a lot of
01:32them
01:32will look at me and go, you're off today a little bit, Richard. No, no, no, slow down. I think
01:36it's more
01:36of this way. And it's almost like a king's court. The smartest king allowed anybody in their kingdom to
01:42walk that red carpet with the trumpets and to make their case in front of the king. And you also
01:47read
01:47about Machiavelli's the prince. There are some people that can become peasants to princes.
01:52And in order to do that, you need to share with the king your ideas.
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