How To Ensure Employees Of All Levels Feel Valued
We’re in a period of time where people are feeling more alone, possibly experiencing withdrawals from the lives and in-person connections they were once accustomed to. If we don’t take the time required to replenish our needs and the needs of our employees, how can our organization thrive and grow? In this episode, Quint Studer will be joining the show to share how you can create a culture of gratitude within your business, including how to give needed feedback and how to ensure employees of all levels feel valued.
What You’ll Learn In Today’s Episode
- How to create a culture that replenishes the needs of the employees. (2:30)
- The value of recognizing and rewarding employees of all levels. (8:30)
- How to be fair to all of your employees, even if this means having hard conversations. (19:20)
Actionable Takeaway for HR Professionals
- Find the pain in your organization. (30:05)
Actionable Takeaway for Executives
- Be kind to yourself. (28:30)
Ideas Worth Sharing“If we don’t replenish ourselves, we start to run out of things. We run out of hope, we run out of energy, we run out of enthusiasm. When we run out of those things, it’s really dangerous.” - Quint Studer Click To Tweet
Resources In Today’s Episode
- Quint Studer: LinkedIn | Twitter | Website
- The Busy Leader’s Handbook by Quint Studer
- 7 Habits of Highly Effective People by Stephen R. Covey
- Predictive Index
- Become a Talent Optimization Foundation Member
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Traci Scherck: Well, welcome to talent optimization with Tracy Scherck today we’re talking about gratitude and I have with me a fantastic guest and Quint studer.
Traci Scherck: And quint has done some amazing things throughout his career in life with bringing gratitude to many different areas of this work Quint, welcome to the show.
Quint Studer: Thank you Tracy i’m thrilled to be here.
Traci Scherck: So do you want to tell us a little bit about yourself and how so much of your success has come from how you bring forward gratitude and everything that you do.
Quint Studer: Sure, well, I think you know, probably you’re good at stuff when you’re not good at it.
Quint Studer: You know i’ve always found that people that sometimes become experts on things do so because they weren’t experts, so this is not something that came naturally to me let’s say gratitude.
Quint Studer: But you know I started off as a teacher and you know purpose worthwhile making a difference and then due to my own sort of crash.
Quint Studer: I ended up dealing with alcoholism so i’m in my 39th year of sobriety and you know if you’re in a recovery program gratitude plays a huge part of that and I work with.
Quint Studer: On volunteer basis over the years i’ve worked with men that are suicidal and one of the things we find that helps them is every day talking about something i’m grateful for.
Quint Studer: So I you know got into healthcare through behavioral health ended up being president of a large hospital in Florida started my own company that grew to 250 employees.
Quint Studer: sold that and, while I was doing that I got very involved in helping our own community, where I live, pensacola become a little bit more vibrant.
Quint Studer: But so it just happens that then with this pandemic and with what i’ve been doing just creating tools and techniques for people to take better care of themselves because we’re in a period where there’s withdrawals and.
Quint Studer: I find i’ve always been a big reader and, if you look at the seven essential habits of highly effective people.
Quint Studer: They talk a lot about of the author talks an awful lot about Stephen covey to cease nobody talks about, we have an emotional bank account and it’s either getting deposits or withdrawals and life gets withdrawals even to normal times and non.
Quint Studer: endemic there’s been all so many more withdrawals.
Quint Studer: So if we don’t replenish ourselves, we sort of run out of things we run out of hope we run out of energy we run out of enthusiasm and when you run out of those things it’s really dangerous.
Quint Studer: So i’ve really focused a lot on not ignoring the pandemic but talking about helping people replenish themselves and companies which I do most of my work with.
Quint Studer: themselves on their teams because and their organization, so one of the challenges we have.
Quint Studer: Is the primary replenishes also need replenishing right now, so you know the bosses and charger replenishing somebody told me.
Quint Studer: counselors need replenishing so the therapists are supposed to be helping people replenish need their own replenishment so i’ve really been focusing an awful lot on how do you create cultures that do that type of replenishing.
Traci Scherck: Right and when you look at those replenishes I love that you brought this up, because you know what we look at when we’re talking about our middle managers in the organizations that we work with.
Traci Scherck: Is they’re the ones that are bits batteries are drained the met with so we’re seeing this in healthcare my husband’s a respiratory therapist right.
Traci Scherck: we’re seeing these in all these different places, and I know you talk a lot about those replenishes so i’m curious, how are you kind of coaching people and what are those replenishes your greeting, especially for those middle managers.
Quint Studer: Well, you know my love is for middle managers, I was one of those healthcare people that got promoted from within, with no training no development.
Quint Studer: And i’m sure all industries are probably guilty that this somewhat but healthcare is always better in my mind behind and lags behind on trending developing managers and I tell people you’re only as healthy as your middle management team, I remember.
Quint Studer: Tracy the sitting in New York, a venture capital firm had me sit down with a startup company of 180 employees, I met with the top four or five executives.
Quint Studer: And I asked them, you know how many people reported to them and we went around the room and they take five or six we got all done it was about 30.
Quint Studer: So I send it so those 30 people the other hundred 50 people in this company report to those 30 they don’t report to you, so this company is going to be they’re going to grow or not grow based on how good those 30 are so how much.
Traci Scherck: Right.
Quint Studer: and development are you giving those 30 so i’ve always been a big believer that you’re only as strong as your middle management team.
Quint Studer: And that means the middle management team has to be developed, so I think when you look at how do you replenish them then oh management team.
Quint Studer: Number one is investing in them and it’s pretty interesting because what’s happen always we under invested a middle managers, you know we might bring in a speaker once in a while.
Quint Studer: And what happens is now with the pandemic even got worse because we have a reason to not invest we’re too busy they need to be up on the units, I spoke last week.
Quint Studer: In evansville indiana
Quint Studer: And I spoke, and it was some of the first time, these healthcare leaders had been together in a long time.
Quint Studer: One of my my presentations is we’re so busy working in our job we don’t get to work on our job, and so I think number one thing you can do for middle managers.
Quint Studer: Is invest in them and really talk about them was on the heart curriculum committee the Harvard Business School so what skills Do I need as a leader to be successful, because I want to be successful teach me how to hire better.
Quint Studer: teach me how to communicate.
Quint Studer: Including positive conversations and sometimes constructive conversations help me with process improvement because i’m getting less resources So how do I make work with the resources, I have.
Quint Studer: You know, help me, making sure i’m have good retention strategies and how to retain talent help me in the area customer service, so we find that middle managers are so appreciative.
Quint Studer: it’s almost like taking a plant that hasn’t been watered when you start giving them training and development, they just start blooming now the hard technique that that Tracy is the people they report to have to do the same training.
Quint Studer: Because you can tell your manager and train a middle manager.
Quint Studer: But if they walk out and their boss is not role modeling what they’re supposed to be doing, then again you’re taking another withdraw.
Quint Studer: So I think training and development is the number one replenish your for middle managers.
Quint Studer: I think, having empathy you know I joke your husband’s a respiratory therapist and I think he’ll catch this.
Quint Studer: I was I tell the fact that probably one of the hardest jobs and all of healthcare is being a manager on a MED surge on it in a hospital.
Quint Studer: it’s got the most patients the most diversity of illnesses diseases it’s got the end and the nurses are many times that you’re newer nurses when they get really trained they go to icu or ED.
Quint Studer: And i’ll tell CEOs if you ever get depressed just go up on the nursing unit pretend you’re the manager of the MED surge unit and you’ll be done in about 10 minutes.
Quint Studer: more appreciative, so I think investment is important, I think, helping remove barriers.
Quint Studer: because sometimes the middle manager might not realize they have the ability to remove barriers, and we might not know what what’s causing you trouble with.
Quint Studer: It takes so long to write a capper request are my i’ve been waiting for this for a long time, sometimes their boss doesn’t even know it, they just assume it, I think, recognizing and rewarding.
Quint Studer: managers and all everyone, but you know if one of the things I talked about Tracy and for your listeners think about your boss right now.
Quint Studer: If you’re a listener and let’s say that while you’re listening to this podcast.
Quint Studer: All of a sudden, you somehow get a text or you get a text right afterwards that’s from your boss that says, will you call me when it’s convenient you know your first thought oh good here comes reward recognition now.
Quint Studer: Right oh yeah what did I do, what did, I think, and it takes three positives to everyone criticism for a person to feel good about another human being.
Quint Studer: And if you look at most organizations when somebody talks to the manager it’s usually not going to both ways.
Quint Studer: They get a little negativity not on purpose from the top, and then they get it for their employees and I always go up when I do my workshops and say, the man who supervises someone.
Quint Studer: I say i’ve ever had an employee come up there and say well Tracy can I talk to you for a minute, I just want to tell you I think everybody was supposed to come to work came to work today.
Quint Studer: A mind the system seem to be working I have tools and equipment to do my job, my coworkers what a blessing there everybody’s working so well as a team.
Quint Studer: On the feedback you’re giving me and my profession my professional developments really appreciate it and wow do I ever feel rewarded and recognized a managerial say.
Quint Studer: I never get that that’s because you have to teach managers, how to play on offense.
Quint Studer: And what happens is if we don’t if we don’t go out and ask questions we’re going to play Defense so it’s okay for me to say Tracy hey what’s going well today did everyone come in.
Quint Studer: Key how are the systems are they working yeah oh great do you have what you need to do your job today you’re going to get a yes or no, so one of things we really work on.
Quint Studer: is helping create a culture where the managers are connecting enough so they hear what’s right, because when you wait for somebody to come to you.
Quint Studer: it’s usually going to tell you something that’s wrong, and then we do a lot of exercises, you know we do exercises such as you start meetings out with talking about.
Quint Studer: Talking about you know what we bring group in and say tell me why you are working in the field you’re working at.
Quint Studer: That they tell you tell me why you’re working where you’re working at then they tell you.
Quint Studer: And and all sudden that starts being positive The other thing we do for your list nurses, if you have a meeting you have everybody at the meeting write their name on the top of a sheet of paper.
Quint Studer: And then you just start passing it around and everybody writes something positive about the person whose names on the top of the paper.
Quint Studer: And when they get it all done they got this wonderful long piece of paper depending if there’s eight or 20 or 30 of all these positive comments they haven’t never really heard so my I know i’m going on on this, but I think what happens in in cultures is negativity grows, naturally.
Quint Studer: Right you’ve got to really work at planting the seeds of being positive and then plan on replenishing them so they continue to grow.
Traci Scherck: Absolutely, and you talk about just about every single one of these in your busy leaders handbook you know and that’s such a great kind of these items that are super quick.
Traci Scherck: One of the things that I really loved about, that is, the Thank you note templates that you talk about in this gratitude as we’re talking about gratitude is just appreciating individuals for who they are, you know.
Traci Scherck: And you know what you just talked about and hey sharing with individuals what you appreciate about them so much of that goes into what their natural strengths are.
Traci Scherck: And when we look at that gratitude of an individual’s natural strengths and ensuring that that’s tied into the job to be done.
Traci Scherck: guess what they can bloom and be in completely fulfilled in that work and that kind of leads me to.
Traci Scherck: This next thing that I love that you talked about in the busy leaders handbook, which is the rounding tool and I think you probably got that from the hospital setting but for those of us not in that setting it’s such a powerful tool and I love to hear more about it.
Quint Studer: Sure, let me give me a little history of that you know just.
Quint Studer: I haven’t talked about the history of until about a month ago, somebody asked me.
Quint Studer: When a doctor rounds it’s very common for physicians to round, so you ask somebody went up physician rounds, why did they round.
Quint Studer: With a round to really check the vitals of their patient, so they started know we’ve got the patient taking this antibiotic.
Quint Studer: or we’ve got the patient that had this surgery, but when they round they’re checking the vitals well I took that years ago and said well why don’t we check the vitals.
Quint Studer: If we’re a manager on what’s vital to us, so we can round on our customers what’s vital to the customer, you know, for in a restaurant or anything like that, but we also can round on the employee.
Quint Studer: So if we want to retain and you know it’s interesting Tracy because if you look at this all my stuff was written before the pandemic and if there’s one pain point that everybody has right now it’s We need people.
Quint Studer: And meeting people is a combination I think it’s 80% retention and 20% recruitment.
Quint Studer: And, most people recruitment recruitment, because you haven’t done a good job with retention, so the better we do with retention, then the more selective, you can be in recruitment.
Quint Studer: So when we round on an employee, now we want to be flexible, sometimes Tracy people read my book, and they think they got asked it exactly like it’s a nice book, no.
Quint Studer: I got to know what’s going on, so your husband’s a respiratory therapist if you work for me, I should know that i’m going to know his name I know he’s in health care so part of my rounding has to talk about and what’s your husband’s name Tracy.
Quint Studer: Ryan Wayne.
Quint Studer: Ryan Ryan, so I may say, well Tracy I know ryan’s and healthcare Tony how’s Ryan do.
Quint Studer: You know if you’ve got kids that are virtual learning so what we find is.
Quint Studer: I gotta let people know I care about the number one reason people leave their job we’ve all heard, this is because my staff because of work it’s because my boss at work.
Quint Studer: So you gotta let him know I care about you as a person now i’m going to judge it, you might be more into that somebody else might not be, but I gotta know how come through you are.
Quint Studer: Then I gotta talk about making sure that you have the right environment or can I can assume you have the right environment to work and.
Quint Studer: So we’re talking about rounding we’re talking about what I just mentioned, if you look at the gallop to 12 what’s important to you.
Quint Studer: Well it’s important to you is do you have the tools and equipment to do the job are the systems working.
Quint Studer: Do people come in, you know I want to make sure everyone came in and I need to help have you helped me recognize people.
Quint Studer: Because i’m not there all the time, if I am the manager, so I need to say Tracy hey I want to be recognizing some of your coworkers Is there anyone I can be recognizing and you say you know diane.
Quint Studer: will tell me why should recognize diane you know what I ended this did this did that great now I see diane I say diane I asked Tracy what should recognize.
Quint Studer: She mentioned how it was a busy Day yesterday and you stayed a little later and that causes some challenges.
Quint Studer: Because you had some childcare, you had to rearrange and I just want to thank you so much for what you did now, it does diane like me now, but she also likes you.
Quint Studer: And then I want to make sure I call it focus fix and follow up so so something is not right, I want to focus on it, make sure I understand it.
Quint Studer: Then I want to try to fix it now, if I can’t fix it I need to tell you why I can’t fix it I just can’t say i’ll look into it i’ll talk to somebody let me see what I can do I need to be more specific.
Quint Studer: Now I want to fix it normally I can, and then you want to follow up now people today are all going to say many times, we need more help.
Quint Studer: And then we have said, we can or can’t really get more help so let’s talk about some things we can do you know let’s talk about.
Quint Studer: Are there certain things we can make easier for you, for example.
Quint Studer: And my company’s we really may ask them for capital much simpler, right now, you don’t have to do a three page report you don’t have to get three bids because everybody’s busy if it’s a vendor I worked with in the past, just keep going.
Quint Studer: it’s sometimes a trust issue, so I think rounding is the magic and I tell people all the time.
Quint Studer: If you get rounding right, then the other stuff isn’t you’ll fix a whole bunch of other things on the way.
Quint Studer: But if you don’t get rounding right so i’ll go into organization and they’ll say they’re rounding this level and they’re going to do all sorts of other things I said why don’t you get this up to like 90%.
Quint Studer: And then you can figure out what you need so rounding is the magic because the way I leaders it’s allows a leader to play on offense not Defense same with rounding with customers if I wait for a customer to call me.
Quint Studer: It might not be positive, but if I have customers and when I call my customers i’m going to hear positive things to.
Quint Studer: You know hey we’d like to recognize people um is there anything anybody that delivered I my wife had surgery.
Quint Studer: Last week, and you know I got the names of the nurses, now that I can come back, but see them have called me now if they’d call my wife nine do a post discharge phone call which we recommend.
Quint Studer: They say hey we’d like to recognize people here, I could have started talking.
Quint Studer: To people they could even when I came in said hey you think of a restaurant if they said we love to recognize our staff.
Quint Studer: So, as our staffs taken care of you, if you notice anybody, you would like us to recognize i’m going to come around.
Quint Studer: And if you tell me who i’ll make sure I recognize them, you will improve the service in that restaurant immediately.
Quint Studer: Because people know now that they’re going to get recognized if they take good service in there, people are going to hear about it right away so it’s it’s really building a culture of positivity or culture replenishment a culture of recognition all those things.
Traci Scherck: yeah I love that and we talked so much about there’s really four kind of pillars to engaging staff and one is they have to be in the right role.
Traci Scherck: That second one is you know they have to have a manager that manager that manages them the way they need to be managed.
Traci Scherck: They need to be on the team that’s really executing that key strategy and guess what they can be great in their job, but not on the right team and then fourth is that culture.
Traci Scherck: And what you just captured with that rounding is how we can capture all four of those things in really key into what’s so important.
Traci Scherck: For the team and the individual and ensuring that we’re executing on the strategies of the organization and building in that gratitude, which is such an important key piece to culture, so thank you so much for that example in the tools as you’ve laid them out.
Quint Studer: Thanks, I think you learn Tracy as you’re either going to walk away with reward and recognition, an opportunity to coach or process to improve.
Quint Studer: Because i’m assuming.
Quint Studer: That the employee wants to do a good job.
Traci Scherck: So absolutely if.
Quint Studer: i’m not hearing their name all sudden i’m wondering why am I hearing for people, but never the fifth.
Quint Studer: So it gives my little connection.
Quint Studer: Why i’m not hearing it and that allows me to figure that out, and sometimes you have to coach it and sometimes people just you got to be real careful to Tracy because he i’m talking about positive positive positive.
Quint Studer: You can have an employee that sucks the life out of the rest of the workplace and you’ve got to be aware of that too, because you know it’s that bothered me the manager near as much as his father and the co workers because I don’t have to work next to that person all the time.
Quint Studer: I know I know this is hard, but when you do an employee engagement survey results if the managers not dealing with poor performers, the employees do not think they’re fair.
Quint Studer: Now a manager doesn’t think that they’ll think well i’m fair because I scheduled fairly my COMP is fair, my benefits is fair, but to the employee fairness means consistency of expectations and accountability.
Quint Studer: So, but the beauty is only about 8% of employees are in that category, but if we don’t deal with that 8% we start taking withdrawals out of that 92%.
Traci Scherck: Absolutely, and then your best people leave right.
Quint Studer: I remember dealing with a chief nurse Officer of a hospital and they had a very they asked me one time quit do you think i’m.
Quint Studer: You know how do you think I am as a chief nurse officer ice I said you’re good, but I think she was waiting, for me to say your great I said you’re good.
Quint Studer: She said well I want to be better than good, she asked, what do you think’s my biggest difficulty, I said I don’t think you can make the tough decisions on people that’s where you struggle it’s where everybody struggles.
Quint Studer: But that was hard on her.
Quint Studer: Because you know a lot of mistakes you’re trying to rehab everyone and then Tracy you just nailed it one day.
Quint Studer: Two of her best Rn’s walked him to human resources and resigned because they didn’t want to work with a Co worker anymore, because they said they’re not going to sacrifice their nursing license for this coworker the loss of those people.
Quint Studer: helped her change and realize i’m not being value driven if i’m allowing low performers to stay in this organization because it’s not fair to the patient and i’m not on non healthcare not scared of the customer, but certainly it’s not share to the not fair to the coworkers.
Traci Scherck: Absolutely, and we can either up level or organizations or we’re going to down level them by not having the hard conversations and those hard conversations.
Traci Scherck: Are the things that are not only going to make you a better leader but they’re going to ensure that those staff are fulfilled in their work, because if they have to pick up the slack.
Traci Scherck: Of the others guess what they’re going to be frustrated and then it impacts and it doesn’t just impact work it impacts every single area of your life.
Quint Studer: to talk about why people aren’t good at firing
Quint Studer: Because how do we go to something if you look at Malcolm Caldwell and all their work it’s by repetition.
Quint Studer: So I I become better by doing something over and over again.
Quint Studer: Well, if i’m a leader i’m not going to be firing many people I might only do it once in a while so i’m not going to be good at it.
Quint Studer: So I think one of the things we have to realize is then So for me to do something i’m not used to doing it’s going to take a lot of preparation.
Quint Studer: it’s going to take some practice and it’s not going to be comfortable i’m not going to be good at it and i’m not it’s not going to be easy.
Quint Studer: And I think once people understand that, so the question I do Tracy because I think most people are very value driven.
Quint Studer: i’ll ask a manager to evaluate their values on a one through 10 10 I am very value driven I walk the talk drive a true North so on.
Quint Studer: One is, I have no idea you’re talking about cyber concurrency or What, then, I asked, and they only i’ve never had anyone rank themselves less than an eight and they’re doing that because they want to be humble they give themselves only an eight.
Quint Studer: And then also how good at you.
Quint Studer: How good, are you with performance management dealing with your performance issues confronting your performance issues and here’s a 10.
Quint Studer: Attendance, of course, we have them but I recognize them right away, I give them feedback.
Quint Studer: I to show them what right looks like I put them on a performance plan I coach them along the way, I give them a timeline and but if they can’t meet the timeline I remove them from the organization or value driven way that’s a 10.
Quint Studer: A one is not only do I have on my actually have more than one person effect, I have generations of low performers that’s a one, the average score is a five.
Quint Studer: But it’s because they separate values and performance management into two different buckets but then I say, but you can’t do that because your employees don’t separate them.
Quint Studer: So you have to move your values from an eight to a five most managers are so uncomfortable now because their value driven they will now do that tough decision that tough call, so I think.
Quint Studer: you’ve also got to be able to help people get through the tough times the turbulence of it because it’s very, very difficult and the other thing is because the lack of training Tracy.
Quint Studer: People don’t document so about 49% of people that are considered low performers have no documentation so we’re going to keep talking we’re going to keep coming back to you’ve got to invest in your management team you just can’t talk about it and most don’t.
Traci Scherck: right they don’t you know, and I have a quick story.
Traci Scherck: And that is I was working with a leader last week, and she were going through an organizational restructure she’s brand new in our HR role and her, and this new.
Traci Scherck: Co executive director really just took over this organization and guess what we’re doing an org restructure and she’s going hey I.
Traci Scherck: You know, we need to make some changes so there’s three individuals that we kind of worked through.
Traci Scherck: And you know this was her first time doing this and it was the coaching that that coaching back and forth, and so much of this has to do with.
Traci Scherck: What is my personal confidence and how do I, ensure that one we were doing this legally compliant Lee we’re doing this, looking at the humanity of the individual.
Traci Scherck: And those values of what is right for the organization, because it isn’t an both in the end you can’t separate these things into buckets like what you just talked about.
Traci Scherck: You know, and that coaching piece, and the training is so incredibly important and there’s a key distinction between coaching and training, because one is it’s coming out the information, the other is i’m doing it and getting feedback in the process so i’m curious about your take on that.
Quint Studer: I think you have to hold the person’s hand.
Quint Studer: Because it’s tough thing I think you have to walk them through it and I think you have to let them practice because you know the performance is not going to sit here and say you’re right i’m not doing well, I apologize your i’m changing it’s not.
Traci Scherck: Don’t we wish we had that world.
Quint Studer: they’re gonna play offense.
Quint Studer: they’re going to blame other people they’re going to blame you and you’ve got to know how to handle a very difficult situation that’s why I tell people sometimes you don’t need to handle it by yourself.
Quint Studer: You can have somebody else in the room, with you, then I think the other thing is, you have to create a place for they can.
Quint Studer: download when it’s over that you know that they’re going to have this conversation at three o’clock and at four o’clock they’re going to call you.
Quint Studer: they’re going to have a cup of coffee, so I think like anything on the coaching comes from letting them.
Quint Studer: Practice the coaching comes from, so the training comes from telling them how to do it, which is excellent, but then the coaching comes from you actually.
Quint Studer: helping them do it, and I find what happens Tracy with coaching we let the person explain what they’re going to do instead of doing so i’d say well you’re meeting with this performer.
Quint Studer: Go ahead and start the conversation well I would start out like this, no, no, no startup like you, it started well, then I would say this, no.
Quint Studer: You know you’ve got to get really role play it and you’ve got to get them so it’s not the first time it’s happening, so I think the coaching is helping them navigate the conversation so when they’re having the conversation it’s not like they haven’t had this before now.
Quint Studer: My different twist, but you can prepare them for all those twists where they’re going to have to say i’d love to listen to you later, but let me finish you know you how to set it up.
Quint Studer: And I think the other thing is just afterwards, when I was in a hospital, we had a nurse called Sue michaels who was just a great leader.
Quint Studer: And she was pretty good at these conversations, so it always sort of match her up as a buddy system to give to the part to her peers.
Quint Studer: And you know she’d host sort of hold their hand before hold their hand afterwards, because it’s hard, because we know these people have children.
Quint Studer: They you know it’s just hard it’s not easy and it’s even tougher Tracy and a small small community, because you know when I worked in Chicago.
Quint Studer: And you let someone go the odds of me ever seeing them again we’re SLIM SLIM and slimmer if i’m in blight or janesville her rockford.
Quint Studer: I think rappers a little bigger if i’m but if i’m in an area, and I said oh my gosh my kids on the same softball team with their kid.
Quint Studer: i’m going to see them at a chamber commerce is that how am I going to handle this so ironically, the smaller the Community you live in
Quint Studer: The more difficult, these decisions are.
Traci Scherck: Absolutely absolutely and that follow up is key, and I have so much gratitude for you and for taking the time to chat with us today, and before we close out um you know we always like to ask what is one key takeaway that you have for our CEOs and executives listening in.
Quint Studer: be kind to yourself, because I find what’s happening is i’m you know i’m a big believer and mental brain health.
Quint Studer: Well, being and there’s no tougher time to be a leader in an organization that right now we’re getting squeezed by supply chain, we don’t have supplies here, I could build all the houses in the world, but I can’t get supplies.
Quint Studer: so what happens, though, is.
Quint Studer: they’re willing to tell other people to get help they’re willing to help other people call the employee assistance program they’re willing to tell other people to get therapy, but they want themselves, so I really try to tell CEOs don’t be afraid to make that phone call.
Quint Studer: don’t be afraid just take it seek out a friend.
Quint Studer: or seek out therapy and be kind to yourself, because I find life is tough enough so lets you know we’re going to get beat up, no matter what So my message is truly.
Quint Studer: you’re a human being, and this is a tough environment for everyone and don’t be afraid to take care of yourself, sometimes, that means also seeking help from others and CEOs are not good at this.
Quint Studer: Because what they’ve been .
Quint Studer: keep going, no matter what they’ve been told to be resilient you know, and I understand resiliency but we’ve taken resiliency way beyond what it’s meant to be.
Quint Studer: resiliency doesn’t mean keep going even if it’s just trying you resist things take a breath and take care of yourself, so you can continue So my message to almost everyone, even before the pandemic is be be kind to yourself.
Traci Scherck: Thank you for that and what’s one takeaway that you have for HR professionals listening in today.
Quint Studer: Oh, my thing for HR professionals it’s really important to realize you’re a support department and as a support department your job is to help alleviate the pain.
Quint Studer: So you have to figure out where’s the pain in your organization and I think everything we’ve talked about sits in the role of HR assessing well being a lot of times the EAP program sits in the HR department.
Quint Studer: So what are we doing in the area of well being what are we doing in the area of.
Quint Studer: retention Why are people, yesterday I talked to the company that’s got 32% turnover and My main question to them is Why are people leaving.
Quint Studer: An HR has to HR future is an analytics company that analyzes I talked about when do people leave, why did they leave what sucks are they what age are they you know we have to break down things like turnover.
Quint Studer: To the smallest component so somebody can say, I know,
Quint Studer: Maybe they already are, but more and more an analytics or they’re really looking at the data and giving them the key data because it’s not a one size fit all.
Quint Studer: And I think they can really become really good in analytics and you know i’m a huge.
Quint Studer: As you know, people person, so I mean we I they sit right next to me at the table, because we want to talk about selection on onboarding The other thing.
Quint Studer: HR Southwest airlines touches a new employee 120 times in their first year of employment, so you know we know it’s not just selection that’s onboarding.
Quint Studer: So really yeah so human resources really can be the black player that lays the foundation for the organization and be able to.
Quint Studer: i’m always so saddened that many people don’t measure employee engagement, but they guess at it and then they don’t provide the training and I think i’m you know when.
Quint Studer: I am back in the healthcare business, but when my first run around, we would not work with a company that wasn’t willing to commit 64 hours a year of leadership training if you’re not willing.
Quint Studer: To do the training that needs to get these great results you want, and we can’t work with you because you will not get those great results sorry to glide.
Traci Scherck: So long I get no no it’s perfect.
Traci Scherck: yeah cuz that people that are so important, and we have data for financials we have data for every other area of the business, but so often we don’t have that people data in front of us.
Traci Scherck: And without that people data guess what you’re not going to be able to.
Traci Scherck: serve your client or your customer and really engage and you know so much of what we do, has to deal with what is the people data in let’s use that people that are in those metrics to ensure, you have the right people in the right seats.
Traci Scherck: You know the right team executing the right strategy and that you know those numbers, you know, a super quick story before we jump off, but I was working in a nursing home and.
Traci Scherck: I was in there three months and I start looking at like hey on this nursing home in this shift in the specific wing.
Traci Scherck: Do you realize that there is been turnover, no one in that wing on that shift has lasted more than two months in the last three years, can you tell me why.
Traci Scherck: And they’re like What do you mean our turnovers and bad I said yeah but you’re looking organizationally, we need to go all the way down.
Traci Scherck: To the departments into the shifts to be able to shift these and and as HR, we have to know those numbers and how they impact and relate to what the CEO and the executive team need and want so that we can be aligned so there’s my tangent for the day.
Quint Studer: you’re the best i’m sitting here thinking you’ve got to come, help us train our company or.
Quint Studer: No they’re very fortunate whoever works with you Tracy is very blessed to have your type of talent in the Community and your type of talent available to their organization.
Traci Scherck: Thank you so much, and you know so For those of you looking to learn more about Quint and the programs that he’s doing, I do have linked in our show notes for today.
Traci Scherck: Some links to some of that in your linkedin there’s some fabulous books some workshops, along with the gratitude symposium and I know you’ve got a new website that just came out on that as well.
Quint Studer: yeah and that and the other thing is and we’ve invited some people to from the area.
Quint Studer: Every November we do something called entre con, which is a local event for small businesses and it covers all sorts of topics.
Quint Studer: And it’s this year, of course, it’s in pensacola but it’s also virtual and if anyone with a beloit zip code or rock county zip code would like to go if you have them contact me I can even get them a scholarship.
Traci Scherck: awesome Thank you so much for the conversation and for showing that gratitude and everything that you do thanks for joining us.
Quint Studer: All right, thank you Tracy.