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The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!
00:00:00:09 - 00:00:23:18
Speaker 1
Good morning, everyone. I'm Mike, and I'm a, director of operations at Genesis. within our beyond, education team. today we're going to talk a little bit about how trust affects our team. So one of the ways that I like to work with my, my teams is through, that personal connection I like to share, you know, things that have happened to my career to help make that contact with my team.
00:00:23:18 - 00:00:43:04
Speaker 1
And so that's kind of what I'm going to share today. I've got a, in my season that I'm kind of coming through, finishing up, that's got some, I think got some break points, how it affects, trust in our teams. I've got two informational slides I'll go through and talk a little bit about myself, and then we'll, jump into our topic.
00:00:43:06 - 00:01:09:12
Speaker 1
So if you're not familiar with Genesis, we're a global leader in, cloud customer experience and contact center solutions. Genesis cloud is our flagship product, providing omnichannel experience, experience orchestration and workforce management. just to name a few. as a company, we span over 100 countries across the globe, six continents, and we've got a little over 6000 employees.
00:01:09:14 - 00:01:34:18
Speaker 1
So, Genesis, beyond is our education department. So I, I run the operations team there. So what we're providing is for our Genesis customers is technical training on our platforms. Certification. we offer the various modalities for our training. we do e-books. We have self-study courses, instructor led courses. We offer certification. And, we've got about, 8000 subscribers.
00:01:34:18 - 00:02:08:07
Speaker 1
We offer several different types of subscriptions for our platforms. so it's it's it's the, the very, very quickly growing, area of business for us and educating our customers on how to take advantage of our platform. certifications. We're about 7000 plus and continuing to grow. My operations team has a pretty wide breadth of responsibility. So, it starts with our support team, our sport teams handling, access with our labs, account related issues, invoicing questions, questions about our website.
00:02:08:07 - 00:02:29:17
Speaker 1
We have an education website that we're directly tied into. I've got a sales support team. The sales support team is handling, the kind of at the end of the sales cycle or helping with order management, invoice safe working finance. So we've got an aspect. The sales force that we work out up in support for opportunity and, and and product management as far as what we're selling.
00:02:29:19 - 00:02:50:01
Speaker 1
And then I've got the data and analytics team there helping provide reports trends, data visualization to help the business make data driven decisions. And then I, we run our program office, our PMO, out of our ops as well. So he's helping to guide all of our project work that we've got time on. And then lastly, I've got kind of our tech team.
00:02:50:01 - 00:03:14:12
Speaker 1
Our tech team is managing, our learning management system. Our learning management system is closely tied to our website. So they're really helping to drive that education experience. And they're managing some of our other tech projects that we have as well. So a little about myself. I've been a justice about eight and a half years. If you've been around India or, remember, that you're active intelligence, was here originally.
00:03:14:12 - 00:03:35:14
Speaker 1
I was with the interactive intelligence came over through that merger and have been there, the up till up till now. So, throughout my career, I've been a technical contributor. early on in my career, I kind of bounced back and forth between being a single contributor and a leader. I've been a project manager. I've led multiple, service related projects.
00:03:35:16 - 00:04:00:16
Speaker 1
dabble in sales a little bit, did some pre-sales, technical consulting, and then ops is really done by my home over the last several years, prior to education operations. I was leading operations team, our customer support area, with our customer and employee experience. So I've been married for 28 years. I've got two daughters. And my my newest chapter in life is, an eight month old grandson.
00:04:00:16 - 00:04:23:14
Speaker 1
So that's been, very interesting. now, that channel that I have as a child within and for me to be called grandpa. So it's been very exciting. So, so today we're talking about really trust. And by, if you've been working for any amount of time, with a show of hands, how many have experienced one of these things.
00:04:23:15 - 00:04:24:15
Speaker 2
That.
00:04:24:17 - 00:04:46:00
Speaker 1
If you haven't looked me shocked, right. And when those, when those things happen and they affect our teams and in some form and affect ourselves, some, we may end up with the new team we made up completely out of the organization. So the story I have for you today is, is based on it started at a phone call about I got on a Friday and this is about a year and a half ago.
00:04:46:02 - 00:05:08:21
Speaker 1
And the current VC that I was reporting to that I've got an opportunity 40. You don't know what's about to be told to. You know, opportunity is a bit of a loose term. And so, Genesis is doubling down on our strategy where we're making some changes in the organization your current team is going to be. They're going to be shuffling around to some other teams in the organization.
00:05:08:23 - 00:05:28:11
Speaker 1
But we've got an area of business that we feel that could use some leveling up may need some some work with some process improvement. They've got a lot of manual tasks that are happening, like for you to drive some automation you'd like for you to work on the tech stack. There's some technical debt there that may maybe using tools as well as they potentially could.
00:05:28:13 - 00:05:45:15
Speaker 1
and then lastly, they want to do some, in some self-service type activities. So I said great. These are these are things that I'm, I'm comfortable with. These are things I've done. It sounds like a good opportunity. So let's talk about the team. What kind of team are we building. Building here. And they said well teams it's already there.
00:05:45:15 - 00:06:09:00
Speaker 1
It's completely established. It's been there for years. The leadership is not happy with the current speaker. So you're going to come in and take over this well established team. And we need you to drive change. Well, this is the first time I bounce. Most teams that I've structured. I've taken, current resources. I've been able to pull in and build teams or we're talking about hiring.
00:06:09:01 - 00:06:29:09
Speaker 1
So it was time to share the news. I had a couple weeks to kind of sit with us, take it all in and start talking to, you know, several the leaders across the organization and start to get a feel for the business. What are some of the challenges? What are those things that are happening? And it was time to share my my introduction to the team and all the great things that we're going to do.
00:06:29:11 - 00:06:32:00
Speaker 1
So how do we think about technique, the know.
00:06:32:04 - 00:06:34:00
Speaker 2
People that.
00:06:34:02 - 00:06:53:11
Speaker 1
React to not go well, if you're an office fan? If I was Toby, I feel so. So what happened? I was going to start doing great things that the team was still intact. There was still structure. No one was losing a job. We're going to start building some new great things. Well, for the team, this was a big change.
00:06:53:12 - 00:07:15:04
Speaker 1
It was they had it. They had an established leader. They thought everything was like one. So they're unsure of their future. Ultimately, for me, I've got my strategy. I've got things that we need to work on. But for them this was more this was new for them, right? They needed time to break, to take this out. Ultimately, they didn't trust me.
00:07:15:06 - 00:07:48:13
Speaker 1
So this wasn't this was an area of the organization that cross-functionally I hadn't had a lot of exposure. So, this is something with, cross-functional projects. I had come across this team. I had most of my work had been done in our customers on stakes. So after, you know, having some exciting conversations with the team where I got similar results, this was one of those opportunities where you listen to podcasts and you've got all the videos and you have all the things that you've read and books about what you need to do as a leader to try to drive, trust and buy in.
00:07:48:15 - 00:08:09:12
Speaker 1
It was time to work on the relationship because what I realized, my resume didn't really matter to team. They didn't care that I came from a background driving process, and they didn't care that I was. I understood the tools, that they didn't really care too much about the the great things I said we're going to do with the technology.
00:08:09:14 - 00:08:33:08
Speaker 1
So it was I start having these conversations with the team to try to understand more about what was going on and what we're going to try to work towards. I started hearing things like, well, I've heard that right. We've been trying to do that for a long time and that would be nice. But and then name whatever the the obstacle was.
00:08:33:10 - 00:08:53:13
Speaker 1
so in a hearing of this, I had to start considering this is going to be more more of a people challenge that is going to be a technical challenge that the hard skills for this, you know, getting into the processes and the tools, that wasn't going to be as challenging as the people side. So as I'm having these conversations, I had to be honest with me.
00:08:53:14 - 00:09:11:11
Speaker 1
I don't have a lot of answers. You know, I don't I don't have an answer for everything. Right? We need to get into this and we need to figure it out, but we're going to figure it out together. But I understand the individual challenges with the team this broad. Each one of those teams had very specific issues. they were dealing with different tools.
00:09:11:17 - 00:09:32:02
Speaker 1
They had a lot of challenges that we had to kind of break into and into groups to look at things more so than just dealing with their day to day. It was understanding. What concerns do you have not just about your job, but this is a big change, right? I knew you don't know me. we're talking about doing a lot of new things and taking things in different directions.
00:09:32:02 - 00:09:49:17
Speaker 1
So there is there is fear, right? Teams that were doing a lot of manual tasks. When you start talking about driving automation, then they start wondering, what does that mean? We're going to write this is going to take away my job. Are you going to build something that's going to replace me? It wasn't about that. It was about value.
00:09:49:18 - 00:10:12:04
Speaker 1
Right? It's about taking away those manual, repetitive tasks that we do so we can focus on more higher value things. And to their surprise, I added, how do you think we should do those? And to most of them, they hadn't been asked. They were just told, this is what you do. These are your processes. They've been documented. Here are your workflows.
00:10:12:06 - 00:10:32:14
Speaker 1
But I wanted this to be something that we built together. Right? I think if we're surely going to be successful as a team, you know, we're talking about building trust and buying your team. They've got to be a part of it. Simply listening and acknowledging, I believe there's a huge way and to work towards buy buying and trust, right?
00:10:32:16 - 00:10:50:12
Speaker 1
I mean, I do everything right when they may come up with ideas that we talked, you know. But how often have you started to go through a new process or something that's going to change and you had an opportunity to share your opinion, and then maybe didn't go the way you forgot it didn't go that direction, but you felt better about it because you at least got to get it off your chest.
00:10:50:12 - 00:11:09:00
Speaker 1
You got to at least express your opinions, and you felt like you part of the process. That's so we look through this for this is this is over months of dealing of this. This is a business top to bottom. So some time it passed and I started to notice and things some things started to feel a little bit different.
00:11:09:00 - 00:11:33:17
Speaker 1
Some things have happened. that started to declare me and I think we're headed in the right direction. I started to see consistency in the beginning. Every day, every week. I couldn't tell you what was going to happen. The teams were unsure and because they were unsure and they weren't, I wouldn't say they weren't working to full capacity, but there was a garden to what they were doing.
00:11:33:18 - 00:12:02:17
Speaker 1
They were very, you know, in protecting, protecting their, so to speak. Those things started to smooth out. Things started to go back into what was normal. Invested. This was huge. In the beginning. Whenever we were talking about new processes and new tools and how do we do things, it was me talking 99% of the time. It was me setting up a meeting with the right individuals, and me talking through it and asking and trying to pull that feedback.
00:12:02:19 - 00:12:28:07
Speaker 1
Well, that started to change. We started to have meetings. I had team members that were starting to to launch their own meetings and talk about how we can improve the process, how we can do better, accountability that started happening across the team itself. I stopped having to check in on things so often. The team started becoming more and more, they were more independent in how they were running our business.
00:12:28:09 - 00:12:49:02
Speaker 1
Right? The extra I use, the extra in, etc. in that same box, but it's going the extra mile. So we want our teams to do that. Right. And it's in. We sometimes ask our teams to do a little extra from us from time to time. And with those things started happening more organically. There's a report or maybe something I had asked to be needed.
00:12:49:04 - 00:13:11:18
Speaker 1
There you go. But I also checked on this because I think it'd be important for this to know this next thing. So we started to see the teams taking those extra steps, starting to do more, kind of starting to to come out of their shell, but more warmed on creativity. This was huge. When you tried to drive process improvement, use technology better, build better processes.
00:13:11:18 - 00:13:34:15
Speaker 1
These self-service again, so many of these meetings were me trying to lead the way, me trying to lead the way and coax them out. This was kind of one of those turning points that I dealt us with the team. I had a meeting that we had called to look at something in the invoicing, process, where it had a bunch of extra steps and we needed to work through it and improve, but it was taking a long time.
00:13:34:17 - 00:13:56:00
Speaker 1
Jumped into a call I broke and joined before I could say anything, one of the team members, one of my Self-support specialists, said, I've already been thinking about this. I think I know how we get it, for this was a huge change from what I had previously, especially from this particular, this particular self-support specialist. This was one that was very much guarded.
00:13:56:02 - 00:14:18:14
Speaker 1
This is not what I do. We don't do this. We don't do that. A lot of sort of short answers. But we started to see this. We started to see the change and the team members see it's starting to build. Why? And these are my opinion. This is my opinion of why I think these things happen. We tried to make them feel safe, why they'd gone through a major change.
00:14:18:14 - 00:14:39:02
Speaker 1
They saw some pretty dramatic change across our wider organization. Customer success was the larger organization. they weren't sure what was going to happen with them. We created a I created a space for them where tell me your opinion. I want to know your opinion. We're going to figure this thing out together. What are the know they were supporting?
00:14:39:04 - 00:14:44:19
Speaker 1
Things are going to break. Things are going to happen. That's okay. We're not throwing anybody under the bus.
00:14:44:21 - 00:15:07:13
Speaker 3
We're building something better for our business. They were included. If you remember previously, there was shock when I asked, how do you think we should do this? And been asked that before making them included started to make them invest it. They wanted to be more accountable. These these things were we're building into the trust and the buy in that we were going through.
00:15:07:15 - 00:15:27:23
Speaker 3
They were hurt. I asked opinions all the time. I even told my team, if I say something, don't tell me if I say something that you know is not going to work, you got to tell me. I want to know. I want to hear from you. And in the end, all of these things built in to a team that was finally starting to feel bottom right.
00:15:28:01 - 00:15:51:18
Speaker 3
We had taken this had been close to a year process. Don't get me wrong, this this was there was there was bumps and there were valleys, throughout this process. But we got there. So as a leader, there are some behaviors that I think contribute to this consistent. If you remember, the first thing I saw I noticed from the team was I've got more consistency from them.
00:15:51:20 - 00:16:14:23
Speaker 3
I feel this is reciprocal as a leader. Right? I think you as a leader, your teams will respond to, you know, respond, how you react, how you show up, how you handle things. And that consistency, I believe, is very reciprocal in your teams communication. This was huge. I don't know about you, but I hate getting on a call or someone expects that you know something.
00:16:15:01 - 00:16:33:07
Speaker 3
And this is the first time you've heard this. I didn't want that for my team, and I wanted to make sure that they felt they were in the know, and I was communicating with them. Keep your word. This is huge. This is one of those things that I don't mean. You say, we're going to finish a project at the end of the month, but it doesn't happen.
00:16:33:07 - 00:16:55:21
Speaker 3
I'm talking about the small things, all these little things that happen every day, every week. And it may not seem like a big deal that you didn't deliver something, you didn't give them an email, you didn't give them the communication. But over time, this starts to erode, right? If you're trying to build trust and buy in with your team, these little things that's that slowly starts to chip away the authentic again.
00:16:55:21 - 00:17:17:15
Speaker 3
I try to share experiences with my team that I know they can relate to, right? As a leader, oftentimes you get into a room as if you have a room where you've got a team that's in front of you. It's hard to get them to speak sometimes. It's hard to get them to be authentic with you because they have some preconception of of as a leader, what what you are like, you're another person, right?
00:17:17:15 - 00:17:40:08
Speaker 3
The things that the things that I want as a person, your team wants to be authentic with them, continue to build trust. This isn't a one and done. This isn't something like Pew, I got it, I'm done. I can move on. I can just check the boxes on the projects and things. I really feel like trust and buy in is kind of a rental situation, right?
00:17:40:10 - 00:18:08:14
Speaker 3
I think there's I think there's kind of a base where you start to get that trust and buy in from your team, but then there's all those interactions that happen that continue to happen projects, new strategies, escalations. Something breaks. Somebody, you know, makes a mistake. There's all those opportunities where you can continue to build trust and buy in with your team, with how you react or how you show up, or how you behave with your team or you can go the other way.
00:18:08:16 - 00:18:30:19
Speaker 3
You can start to erode that trust and buy in. So this is a great time and select someone I like as a thought leader. And you know, in the leadership world, this is a quote that I really like. But there's a part of it I would tweak slightly. So trust is maintain values and beliefs are actively managed. Companies do not actively work to keep clarity, discipline, consistency and balance.
00:18:30:19 - 00:18:53:09
Speaker 3
And trust starts to break down. Good. My slight tweak to this is trust is maintained when values and beliefs are actively managed. If leaders do not actively work to keep clarity and discipline and consistency and balance, then trust starts to break down. I feel like this is something that's more personal. As a leader. This is something that you're doing directly with your team.
00:18:53:10 - 00:19:19:13
Speaker 3
It's great. If every leader in an organization is doing this, then sure, you could call it a corporate initiative, but this is a personal thing that you're doing, right? That clarity, that discipline, that consistency. It's what your teams need to thrive, right? You're creating structure. You're creating the environments for your teams to be successful. So what I'd like to leave with you today is as leaders were responsible for creating that environment of support and trust.
00:19:19:15 - 00:19:42:11
Speaker 3
At the end of the day, they've they're meeting with you regularly. They're getting direction from you. They're they're getting what's going to get them through the day from you. As a leader. We're setting the tone for how teams react and how they show up. And that's where I talked about that. Consistency is reciprocal in my opinion. If you work with a team that's hard to work with, I bet there's a leader that's hard at work best, right?
00:19:42:14 - 00:20:02:17
Speaker 3
Because they get that right. They get you deal. You deal with a leader in your team so much those behaviors rub off on one another. I think if you're doing all the things that we kind of covered today, it's so much easier to drive your strategy, your vision, your direction, and ultimately the buy in. It just starts to happen.
00:20:02:19 - 00:20:22:01
Speaker 3
For me, there was some realization that I had to have that, that my resume and that my credentials wasn't going to be the thing that was going to drive success for the team. It was going to be me doing all of those things that that we talked about to build the trust and buying any thoughts or any anything that you want.
00:20:22:01 - 00:20:26:07
Speaker 3
I'd like to to add on to that background creativity.
00:20:26:07 - 00:20:37:15
Speaker 2
When somebody has a good idea or feels like they have a good idea and you want to implement that, how did you recognize that? Was it financially? Was, through other, other avenues? How did you recognize their achievement?
00:20:37:17 - 00:21:01:23
Speaker 3
It was a combination. So we actually have a really good recognition system. It's kind of tiered. we can do something where you just kind of give something like a high five and it gets sent out to the company. but we have All-Star awards and MVP awards, so I do a combination. part of what I like to do is if we're implementing something, with our leadership team, I like for that team member to be the one to present, the idea.
00:21:02:01 - 00:21:22:03
Speaker 3
Right. I want them to talk with the leadership about the idea that come up with, because I want them to own that I'm there to support them. But I'm not I'm not there to to be the one like this is what I've come up with. But ultimately it was a combination of that. And then we had some some financial awards that we would provide for, for those types of activities.
00:21:22:05 - 00:21:24:06
Speaker 2
What was the, size of the team and how.
00:21:24:06 - 00:21:49:05
Speaker 3
Senior is your team members? I think I have about 16 total in the team. this is 16 total that was supporting about a $16 million business, very high volumes. and we had individuals up to about 9 to 10 years that have been on the team. So if you include the leader that I ended up coming in behind had been with the team for about nine years.
00:21:49:07 - 00:22:11:10
Speaker 3
So, had a very long relationship with the team, and they went from me who they didn't know. So the odds were stacked against you? Yes. For sure. What was your turnover rate on the team during the time of transition? Zero. actually, I didn't lose anybody. Now, I'll say it was an established team. I think that makes a huge difference.
00:22:11:12 - 00:22:30:08
Speaker 3
early on with us, I had several leadership meetings where that was a conversation. Do you think you're going to lose anybody? Do you think someone's going to quit? We said it for a while and for a while. My answer was, I don't think so, but I'm not sure we're going to. I'll keep you posted.
00:22:30:10 - 00:23:08:18
Speaker 2
So I had a couple of things. so I want to take up this is excellent. I would I want to take your presentation and have it on hand and say, what do you think servant leadership is? You go, I think so. Thank you for that. I'm curious, bearing in mind that this was recorded, that, I wanted to ask, as far as you were talking, your from your position to your team, I'm curious about your relationship to those of you, if they share your view of what I would call servant leadership for your team, or if you kind of have after massaged that and for work on that.
00:23:08:20 - 00:23:28:23
Speaker 3
No. I worked very closely with our, our VP at beyond and actually she, she was, quite supportive. you know, and we had a lot of conversations because she had actually, been one of the founding members of this particular part of the organization. So she had been with most of these team members, throughout the tenure of the business.
00:23:29:00 - 00:23:41:00
Speaker 3
So she was very much on board with, making sure that we were taking the team in the right direction, obviously from a business standpoint. But I felt very supported. as far as the, as the, the personnel aspect of us.
00:23:41:02 - 00:23:49:19
Speaker 2
And then my second thing is, was your team distributed or was or were they mostly in person? And I'm curious if there's a distributed added to your ability.
00:23:49:19 - 00:24:06:08
Speaker 3
You were like, yes, they're entirely global. I have two, I have three now that are here. I've got, team members in the UK. I've got a, team member and team members in Shanghai and then some team members. And then on. Thank you.
00:24:06:10 - 00:24:07:11
Speaker 3
Any other comments?
00:24:07:11 - 00:24:09:22
Speaker 2
Questions like you've.
00:24:09:23 - 00:24:12:01
Speaker 3
Led a lot of teams through, just as.
00:24:12:01 - 00:24:13:15
Speaker 2
You think.
00:24:13:17 - 00:24:14:20
Speaker 3
The knowledge of.
00:24:14:20 - 00:24:22:14
Speaker 2
The organization was valuable as you change roles move, or do you think it's really the focus on the team?
00:24:22:16 - 00:24:45:08
Speaker 3
Absolutely. I think and, and, and most organizations, there's a politics the way that the business runs kind of behind the scenes. And, you know, having been with Genesis for eight years, there were aspects of that didn't make it a little easier. I it was easier for me to reach across the aisle, so to speak, to get some support from, from other supporting, organizations.
00:24:45:08 - 00:25:01:08
Speaker 3
But for sure, had have I not had that, if I was someone coming in from the outside completely brand new, it's probably a little bit of a different situation. I think I have a lot of support from other parts of the organization to help.
00:25:01:10 - 00:25:02:10
Speaker 3
What was the timeline?
00:25:02:16 - 00:25:10:02
Speaker 2
You know, so like when you were presented with a challenge versus we're kind of going into this and some of that turn around. And so it was this.
00:25:10:02 - 00:25:31:04
Speaker 3
Like three months, six months, I think I really feel like this this was honestly close to the end of last year. and we were kind of pushing towards about 11, 12 months. It was about a year process. There was a lot there was a lot to unpack. It was you're talking about a support organization, a sales team, a data analytics team, an attack team.
00:25:31:06 - 00:25:47:20
Speaker 3
They're all doing completely different work, and they're all it was trained and and I'd say the other the other challenge, which I didn't cover here, it was siloed even though we were we were the same team. We were an operations team. I often got the comments of, you need to talk to this other person. I don't I don't do that.
00:25:47:22 - 00:26:10:00
Speaker 3
And we had to have a lot of conversations about, we're all going to be successful, right? If you can support one another, if you need help and someone doesn't want to, you know, help you, how's that make you feel? And so there was there was a lot of I'd say there was a lot of, you can you can tell the previous leader, was just not focused in certain areas.
00:26:10:02 - 00:26:11:22
Speaker 3
So.
00:26:12:00 - 00:26:15:18
Speaker 2
Yeah. So you mentioned most of your team is global. What were some of your tactical.
00:26:15:18 - 00:26:38:06
Speaker 3
Strategies for building personal worlds? Honestly, it's a lot of in the beginning I asked a lot of questions, but I tried to ask questions that allowed them the ability to reach out and to speak and to listen. And we had a lot of, I'd say in the beginning, I probably had an I don't want to say an excessive, but I had a lot of one on ones.
00:26:38:07 - 00:26:57:15
Speaker 3
It was a lot of spending time and again when I, when I talked originally about what are your concerns, again, it wasn't necessarily I knew what the business was doing. I knew what we needed to work on, but it was personally, how's your family? What's going on at home, things like that. So a lot of the strategy was literally just one on one time understanding.
00:26:57:21 - 00:27:19:10
Speaker 3
If I'm going to say that I'm here to support you, you've got to do it. You've got to be there and you have to spend the time to do it. And and I would say that's why it took so long. I would say there wasn't a time period on it that I had in mind. What I had in mind was having a fully functional team that that I knew was going to be successful.
00:27:19:12 - 00:27:44:09
Speaker 3
Yes, we had talked about in that meeting, the employee coming up with their own ideas for a solution to voice and process, do you do anything to help drive people reclaim their own ideas or come up their own ideas, or do you look for naturally, it's a combination some people for sure, just don't want, you know, if I say, hey, you've had a great idea, let's share this with the leadership team.
00:27:44:11 - 00:28:01:10
Speaker 3
I've got some. They're like, sure, it sounds great. And they'll they'll jump on and we can talk through it. And they're comfortable talking with some of our executive leadership. Some are absolutely not. They're like, yeah, I appreciate it. I'm glad we're doing this. But you can explain it if they want me to or I'll write it. I'll read an email.
00:28:01:11 - 00:28:20:09
Speaker 3
So I think I leave it up to the person, I don't want to put someone in an uncomfortable situation. but I'd say on the flip side, I have an example would be one of my administrators for our alums. she doesn't like presenting. I've put her in a situation to person a couple times because I think she has the capability to do it.
00:28:20:09 - 00:28:40:16
Speaker 3
So I think there's also some room for some stretch goals where you can grow a little bit. And she she has presented a couple times and she's actually done. She's done well and she's like, well why is it so bad? So I think I leave it up to the employee, but I think there's there's opportunity there where you can see where maybe they can get a little bit of a push and do a little more.
00:28:40:18 - 00:28:46:09
Speaker 2
One final question. Any.