Congratulations! You've Been Promoted . . . Now What?!

[00:00:14] Welcome to Wine with HR, I'm Jules. Hey there, I'm Trish. Lawyers turned HR professionals.

[00:00:20] Through our company, Monarch and Devours, we guide employers through their OSHIT moments with their employees.

[00:00:26] In this podcast, we will discuss some of the most common and commonly frustrating HR problems.

[00:00:33] While enjoying our favorite adult beverage, wine. So sit back, grab a glass, if you choose, and join us as we think about and drink about all things HR.

[00:00:44] Welcome to this episode of Wine with HR. This week, we are focusing on those of you who've been recently promoted.

[00:00:54] We're staff from the ground.

[00:00:56] Yeah, we're all in.

[00:01:00] But now what?

[00:01:02] That is the question.

[00:01:04] What kind of manager do you want to be and how can you avoid some of the pitfalls that many managers fall into?

[00:01:13] With great power comes great responsibility.

[00:01:17] Okay, see I'm singing the Spider-Man theme here.

[00:01:20] Yeah.

[00:01:21] So you could sing for us again, Jules.

[00:01:23] Just say, you know, I don't know the Spider-Man theme.

[00:01:27] I'm not singing.

[00:01:29] All right.

[00:01:31] With great power comes great responsibility.

[00:01:34] Now you're in charge of the people who used to be your friends.

[00:01:40] Congratulations.

[00:01:43] Or you're now managing people that you also bitched about other managers too.

[00:01:52] So, you know all the things they like or don't like.

[00:01:56] Oops.

[00:01:57] Yeah.

[00:01:58] So again, in this episode, we're going to talk about some of the common mistakes new managers make and how to avoid them.

[00:02:05] But we also want to point out that even if you have been a manager for a while, this all applies to you as well.

[00:02:12] Because you can reset the clock, wipe the slate clean at any time by following some of the tips that we give you today.

[00:02:22] But first, Trish, what's your drinking?

[00:02:25] I am drinking something super, super special today.

[00:02:29] I am so excited to share it.

[00:02:31] It's probably something that most people haven't heard of.

[00:02:35] Are you ready?

[00:02:36] I'm ready.

[00:02:37] It's called water.

[00:02:38] I'm going to make a fancy French and go low.

[00:02:44] Yeah, but it's water.

[00:02:46] We got home very early last night and I did not have a chance to get to the grocery store.

[00:02:52] I am very, very upset, but I promise you as I'm on my way to Texas to teach us some in art tomorrow,

[00:02:59] I will be having some good wine.

[00:03:01] Unfortunately, won't be able to report on it.

[00:03:05] Well, you can report out in next episode and just do a double report.

[00:03:09] Oh, I love that.

[00:03:10] All right.

[00:03:11] What about you?

[00:03:13] So I am drinking a Sauvignon Blanc, which I know will not surprise you.

[00:03:19] But what will surprise you is it's from California.

[00:03:22] What?

[00:03:23] Yes, and typically, you know, you and I don't like those.

[00:03:27] But I will say that this one is very, very nice.

[00:03:31] It's from Michael David Winerie.

[00:03:33] It's a 2022 from Lodai, California.

[00:03:37] And it reminds me a little bit more of a Shenan Blanc or something,

[00:03:41] a little bit of a white blend, but it is 100% Sauvignon Blanc.

[00:03:46] We had it last night with this delicious muscles recipe that had mint and lemon and Sauvignon Blanc.

[00:03:56] Yes, and it was so good.

[00:03:59] And the wine just really complimented it.

[00:04:01] It's not quite as blady, my favorite word when I'm talking about Sauvignon Blanc.

[00:04:07] It's not quite as blady as the New Zealand ones.

[00:04:11] It's just a really nice, pleasant wine.

[00:04:14] Definitely good for summertime.

[00:04:16] Nice.

[00:04:17] California, stop.

[00:04:18] Yeah, stop.

[00:04:19] Yeah, stop.

[00:04:20] I just keep getting better and better out there.

[00:04:24] Thank you.

[00:04:25] The end too much.

[00:04:26] Yeah, yeah, I'm sure it's all about us.

[00:04:31] All right, Trish.

[00:04:32] So let's get back to the WHINY and shine for our sums.

[00:04:37] Trish, stop time.

[00:04:39] We need to have like a little little music for that.

[00:04:43] Yeah, let's stop time.

[00:04:48] As always, any of the stats that we refer to

[00:04:51] or the articles in which we found them, you'll be able to find those in the show notes.

[00:04:56] So let me start with our first one.

[00:04:59] This one is from LinkedIn and it's an article that

[00:05:03] Sites a study by C.E.B. Global.

[00:05:06] In this one, this is crazy.

[00:05:09] They found that 60% of new managers fail within the first 24 months that they're in their role.

[00:05:20] Oh, I mean, out.

[00:05:23] Yeah, all right, are you ready?

[00:05:26] 50% fail within their first year.

[00:05:30] Wow.

[00:05:32] So when a transitioning leader is struggling,

[00:05:36] their direct reports perform 15% worse on average than those who have a high performing manager.

[00:05:45] So you know when they say it rolls downhill,

[00:05:50] goes to this too.

[00:05:52] There are also 20% more by the way to leave an organization or be disengaged those employees.

[00:06:00] And then we have one more stat I want to give you before I switch it over to jewels.

[00:06:07] Actively disengaged employees cost the US.

[00:06:12] And you guys have a seat here, grab a drink of wine, but don't spit it out when you hear this.

[00:06:18] 4803 billion to 685 billion dollars each year in lost productivity.

[00:06:29] Now that did come from a different LinkedIn article,

[00:06:32] but Julie is going to share with you more stats from that one.

[00:06:36] But I just, I had to share that one.

[00:06:38] That's just crazy.

[00:06:39] It is crazy.

[00:06:40] That's a lot of money.

[00:06:41] I feel like hang on.

[00:06:43] Oh, me more wine for that.

[00:06:46] Maybe I need more wine for the statistics I'm going to share too.

[00:06:52] So from this second LinkedIn article again,

[00:06:56] we'll have them in the show notes for you.

[00:06:59] 85% of new managers do not get any training prior to becoming a manager,

[00:07:04] which Trisha and I can attest to that.

[00:07:07] Yes.

[00:07:08] But unfortunately is very common.

[00:07:10] You've heard us say it before.

[00:07:12] Managers get promoted, but they're not given the training or the tools or the resources

[00:07:16] that they need to actually do the job right.

[00:07:19] And then they fail within two years just like Trisha said.

[00:07:23] So you can see how it happens.

[00:07:26] Yeah.

[00:07:27] 99% said that they do not feel like they are supported in their new world.

[00:07:32] That's alarming.

[00:07:34] Wow.

[00:07:35] Yep.

[00:07:36] 63% still do not feel effective after six months on the job.

[00:07:41] That decreases a little bit, but it's still at 50% after 12 months on the job.

[00:07:48] And don't you have to think that those numbers,

[00:07:51] if that's the numbers that are being reported,

[00:07:53] how many people didn't say that because they were afraid to look weak or like they didn't know what they were doing.

[00:08:00] Yep.

[00:08:01] Oh my goodness.

[00:08:02] I've got two more quick ones.

[00:08:04] 69% of managers say they are uncomfortable communicating with their employees.

[00:08:10] We're going to touch on that one.

[00:08:12] I'm going to give you some tips.

[00:08:13] Yeah, because that's not good.

[00:08:15] No.

[00:08:16] Two thirds.

[00:08:17] That's not good.

[00:08:19] And at some point in their career, 50% of US adults have left their job to get away from their manager.

[00:08:26] In order to improve their overall life.

[00:08:30] So not just to get a better job to improve their overall life.

[00:08:35] Yes.

[00:08:36] And we've all been there.

[00:08:37] We've all had that manager who made our lives miserable.

[00:08:41] Oh my goodness.

[00:08:43] So we don't want that to be you.

[00:08:46] But because we haven't depressed you enough or scared you enough,

[00:08:50] Trisha's got a few more stats.

[00:08:53] But these ones actually show what happens when you're doing what you should be doing as a manager

[00:08:59] when your successful is a manager.

[00:09:01] Yes.

[00:09:02] These actually are exciting.

[00:09:03] So we brought you down.

[00:09:04] Now we're going to lift you up a little bit.

[00:09:08] So think about that stat that we were saying that when your manager isn't successful,

[00:09:14] neither then are their subordinates.

[00:09:17] So now let's flip it and say if you have those engaged employees,

[00:09:23] here's what we're looking at 41% reduction in absenteeism.

[00:09:28] A 17% increase in productivity.

[00:09:32] A 28% reduction in shrinkage.

[00:09:37] Now this is that dollar amount of on account for and I wish you all could see me because I'm doing

[00:09:44] air code quotes here on the counted for or lost merchandise.

[00:09:50] 40% reduction in quality defects.

[00:09:54] 70% decrease in employee safety incidents.

[00:09:58] That's huge.

[00:09:59] Yes, 10% increase in customer metrics.

[00:10:04] 20% increase in sales and overall a 21% greater profitability.

[00:10:11] So again, that was with engaged employees.

[00:10:15] Yes, and as we saw from the prior stats if you have a good manager,

[00:10:20] you are more likely to have engaged employees.

[00:10:24] So suffice it to say that bad management leads to bad results and good management leads to good results.

[00:10:31] Now no one or at least we hope no one starts out wanting to be a bad manager.

[00:10:39] What it happens and I've seen it happen to really good people.

[00:10:44] That's the most common mistakes we see are trying to remain friends with the people you now manage.

[00:10:54] We're in too much about your director reports liking you,

[00:10:59] micro managing everything or going on a power trip slash going into dictator mode.

[00:11:08] Trish you got any others to add to that list.

[00:11:11] I'm still.

[00:11:14] I'm having flashbacks to my own experiences here.

[00:11:20] Those are some of my favorites actually that you brought up.

[00:11:25] Okay, good. We'll focus on those.

[00:11:27] So what can you do about it? Well, now we'll get to our tips and tricks.

[00:11:33] What's your first tip for what new managers or managers who need to start over can do to avoid some of these obstacles?

[00:11:46] Know yourself.

[00:11:48] That's not a lot.

[00:11:49] I'll ask the awareness.

[00:11:52] One of the things that I have often shared with people is it's really important to know where you are going to succeed and where you may

[00:12:02] need some help.

[00:12:04] So if you take an honest assessment of your strengths and your weaknesses or what is it that you think you're going to find most challenging in this job,

[00:12:17] then at that point you can sit down and say okay, do I have the skills to meet that challenge or do I need to develop those skills to meet that challenge?

[00:12:28] And then come up with your game plan.

[00:12:30] So are you going to ask for help? Are you going to ask for training?

[00:12:37] Maybe reach out to a mentor.

[00:12:40] Someone that you've always admired that you're like, well, that person always seems to be a wonderful leader when they share ideas.

[00:12:48] People really like to follow or like to go with them because we always say leading isn't about being in front or being behind

[00:12:57] and kind of cracking the whip. It's about being with your employees.

[00:13:01] So what is it that you find beneficial or what is it that you've always enjoyed?

[00:13:06] And then kind of focus on that.

[00:13:08] But if you don't think that you're there yet, those mentors or those trainings can really improve those skills.

[00:13:19] So you have that desire. Now you have the knowledge and then put it into effect.

[00:13:24] What about you, Jules? What would be your first tip?

[00:13:26] My first tip would be to be upfront about the change in working relationships.

[00:13:33] When you shift from that manager, from that coworker role to that manager role.

[00:13:38] So we're going to talk about communication in several different ways.

[00:13:42] But on this particular tip, I want to focus on talking to your employees individually and discussing how the working relationship is going to change.

[00:13:53] Because you probably have a different relationship with each employee.

[00:13:57] And think about how nervous you are now that you are the manager.

[00:14:03] They are just as nervous about being the manager.

[00:14:07] So true.

[00:14:09] Remember we had a few episodes back. We had the one about working with friends and we talked a little bit about this, but you know let them voice any concerns that they may have.

[00:14:20] You can voice any concerns you may have. And then discuss openly how you will navigate issues when they come up.

[00:14:28] So, you know this took me a little while to learn. But I ended up when I was especially when I was at my law firm.

[00:14:35] I mentored a lot of younger associates. I had a lot of younger associates working for me.

[00:14:40] And I would sometimes have to give them hard truths. You know about their work product or something that they had missed or you know and we all know I am very nice.

[00:14:52] And I don't like to hurt people's feelings, but I realize somewhere along the way that it's much kinder to be honest with people and to tell them what they need to know so that they can improve.

[00:15:05] So I got much better about those conversations. I still had empathy. I still connected with them, but I wasn't afraid any longer to be like okay hey listen.

[00:15:16] Here's where you screwed up on this. Here's how to avoid it going forward. You know or you may not have known this.

[00:15:23] However, I needed to you know deliver the message. But I think it's really important especially when you are have been co-workers with somebody to just sit down and say look.

[00:15:36] The roles are going to change. You know and I feel weird about it. I'm sure you feel weird about it. So let's talk about it because I am going to have to old you accountable.

[00:15:49] I am going to have to give you performance reviews. I am going to have to write you up if you screw up and I will do those things.

[00:15:58] I love that. You know, so like setting the boundaries but just being open about it and acknowledging that something is changing.

[00:16:06] What's so good.

[00:16:08] It's okay to acknowledge that something is awkward or weird.

[00:16:12] Yes. We tell each other about the question. That's all the time. Go ahead and acknowledge it.

[00:16:16] Yes. Somehow it makes people like relax and exhale because it's not the elephant in the room anymore. It's like okay, we're just we're going to talk about it.

[00:16:27] It's out there.

[00:16:29] It's out there.

[00:16:33] I'm going to bring in another article. This one is a Harvard Business Review article.

[00:16:41] And they were talking about building a culture of feedback.

[00:16:46] And anyone who's taken any of my seminars knows and if you guys have ever tuned into an episode of Wine with HR,

[00:16:54] you know how important Julie and I think that feedback or even feed forward.

[00:17:02] You don't know what that is. Look at one of our past. I'm not going to tell you anything you got to go find it.

[00:17:10] But truly and honestly building that culture of feedback from the beginning.

[00:17:16] Talk to the members of your team. First of all, and let them know why.

[00:17:20] Right. Julie was saying this before like we want to talk to them as a group.

[00:17:27] We can talk to them as individuals.

[00:17:30] And then you're going to just tell them, this is why I want to do this.

[00:17:35] I want you to feel comfortable to bring anything to me. I want to be able to speak to you and also share what I think that you're doing.

[00:17:46] So this goes along with exactly what Julie has already been saying, you know, as she was talking about being able to discuss three relationship feedback is exactly the same thing.

[00:17:59] So, couple of questions that they have suggested for your guiding the meeting.

[00:18:05] Am I clear in the expectations I said?

[00:18:09] I was having a conversation actually with someone today and I realized that our definition of the word screen was very different.

[00:18:19] I'm thinking like a television screen and she's thinking like a movie screen.

[00:18:26] That's very, very different when you're right.

[00:18:29] So think about what expectations you are setting and are the definitions clear does everyone define them the same way?

[00:18:39] Are you giving them enough time to complete their tasks? Ask them.

[00:18:44] Have a conversation and try to figure out, now let me interrupt myself and say on the flip side of that there's also something that says, okay you're taking too long right.

[00:18:55] So this is kind of a that teeter tall taught or balance. You want to give someone enough time to complete the task but there's also an expectation that you're not going to take three weeks to do it.

[00:19:06] You should have been able to do that and two. And again, having these conversations in the expectations and what they need from you is their leader and where they need to go will all help you.

[00:19:19] What about your communication style?

[00:19:22] I will say again anyone who takes my seminars knows that every night after we're done I say is there anything I can do better for you tomorrow.

[00:19:32] Is there any way for your learning style that works better that I'm not doing? How am I communicating with you and I ask after every single day just to make sure.

[00:19:45] So I think that when you're starting out as a manager this might not be too hard. You would be shocked at how welcome people are like, wow.

[00:19:58] Well, yeah, everything was you know either it was greater could you do this and you have to be open by the way to understanding that there may be some things that you could do better as well.

[00:20:11] And then what do you need from me or the company to get past the roadbox you're facing?

[00:20:17] This is one of my absolute favorites in the section. How can I help you? Again, I think I've said it that one of my attendees and one of my past classes.

[00:20:29] How can I help you succeed today? And I love that. That is what you always want to think because if you're helping your employees succeed they are going to intern help you succeed help the company succeed and you know where that's going to go.

[00:20:44] What about you, Jill? Do you have another one? I do but first I want to touch on a couple of things you said. First of all I love I love that question at the end of the day or at the end of the project you know what can I do differently tomorrow to help you better succeed or for your learning style or to support you.

[00:21:05] I think that's just a great way to show that you're always open to modifying or changing things. The other thing you said that I thought was such an important point which is not specific to this subject but I think it's very important for me and I'm just to think about is how we have to have agreed upon definitions of the terms that we are using.

[00:21:30] I had a situation as well where there was just a complete difference. I had a group where they were trying to determine kind of like write their own code of conduct and they were all using the same terms professionalism respect collegiality all of the same terms but they were having disagreements about like several of them were thinking that certain people within the group were not

[00:21:59] displaying those attributes right. But they're all using the same terms so I finally said okay well how are we defining these because if we're defining them differently we can use the same terms we can all agree that yes we should all be professional we should all be respectful but if you were definition of professionalism and respect look different than this person's then you're talking past each other.

[00:22:28] And you're you don't have a common ground from which you're starting and that is really really important so I think one thing that new managers could do as sort of a trust building exercise with their team is to

[00:22:44] have a okay let's make our own code of conduct let's make our own ground rules for how we are going to interact with one another and talk about some of those terms and what they mean to everybody.

[00:22:57] You know I'll give you I'll give an example but in this particular case one of the things was about what the purpose of a particular meeting was for.

[00:23:07] And there were there was one person who thought that the purpose of the meeting you know was to get through the items on the agenda and there was a set period of time and we had to tick things off and we had to keep things moving and make decisions and you know keep things going.

[00:23:23] And the other person thought well no we're all together so this is our time to debate and to talk things through and you know come up with new ideas and and as you can imagine that that gets to very different results.

[00:23:38] And so you know both people are thinking the other one is disrespecting them and that wasn't actually what was happening it's just that they had very different definitions of what.

[00:23:49] And so I think it's really like that could be a great exercise as a new manager to have with your team to.

[00:23:59] Talk through some of that and really just again sort of clear the air start fresh talk about what the purpose of your every time you get together what is the purpose of this what's the goal what are we trying to accomplish love love love love.

[00:24:18] I think it's really important for.

[00:24:20] I think it's really important for.

[00:25:23] I think it's really important for me to ask to someone of course and then trust them to get the task done.

[00:25:29] I think another thing that you could say and this goes back to having those conversations with people about how the relationship is going to change is that you can say to somebody listen.

[00:25:41] I think it's important for me to understand where you stand with me if I'm upset with you about something I'm going to tell you.

[00:25:47] If I haven't said anything then I'm not upset with you.

[00:25:53] Right because we all get in our own heads and we're like she doesn't she didn't say good morning to me or she didn't you know approach me the same way as normal or she was super short with me so she must be upset with something that I.

[00:26:09] I did and you start spy relaying and it's like no no no no no no.

[00:26:13] I will tell you let's just put that on the table if there's something wrong I'm going to tell you.

[00:26:19] Mike drop because we have an add one yeah.

[00:26:25] That's true.

[00:26:27] We're not on this episode yet we need it.

[00:26:29] What else can you do to build trust?

[00:26:34] Well let's think of some fun things.

[00:26:36] I here's another one from that same article let's create some rituals with your team that help build the trust.

[00:26:44] Love me Monday ask everyone.

[00:26:48] I'm your team to share a quick and appropriate now.

[00:26:53] Oh hey speaking of defining things we should probably define what appropriate is to you all because what is appropriate to some is not appropriate to others.

[00:27:04] So share a quick and appropriate image or gift that captures how they're weekend went.

[00:27:12] So fun so fun.

[00:27:16] Remember that each one of your team they all come from a different background.

[00:27:25] So if you could have each member of your team right down what their core values are then what you can do is create these like virtual backgrounds based on those words.

[00:27:40] And then they can your individual team members when they're looking at those backgrounds then they can actually say oh I'm going to take this one I love those words.

[00:27:52] Those are that's how I'm feeling this particular day and so it also is kind of like a visual cue to people.

[00:28:00] To okay you know Trisha's had a bad day today or a bad weekend or Julie's like wow she's going to be on fire today but she'll be singing.

[00:28:12] That's you know kind of an advance where people might be coming from again so that we can give a little grace as we go through our days.

[00:28:21] And then this one this is something that I have played with my cousins when I was out in California and I've tried to do it with when I go to my friends that have children some people call it rose and thorn we always call it high and low.

[00:28:38] So what was your high today we'll do this at the dinner table what was your high today what was your load today and so you can do something like that with your team.

[00:28:48] So they would share one positive which if you're going through rose and thorn would obviously be the rose and then one thing that was more negative that happened to them this past week.

[00:28:59] And then that would be the thorn so a high and low arose and a thorn.

[00:29:04] I love those. Trisha you also have some good ones that you do with your classes why don't you share those I know you mentioned one and another.

[00:29:14] I think you may Chrisy answer one of your questions but.

[00:29:18] But why don't you share a few of those some of my favorites I like to ask if you could have any superpower what would it be.

[00:29:28] And why the why is the key here because the why is how we get to know one he one another.

[00:29:34] I use these a lot of my virtual classes but also started doing it by in person because they're so fun.

[00:29:40] But with the virtual classes because you are sitting there and you're just a bunch of boxes it really is harder to create those connections.

[00:29:48] So by sharing those kind of things we can do that.

[00:29:52] One of the other ones I will say is because I always I love the power of teleportation that's that's one of my favorites and so I will say something like I was granted the powers of teleportation overnight if I could take you anywhere in the world off world real imagined.

[00:30:12] Forward or time backward and time where would you want to go and why.

[00:30:17] So one that I know Julie loves is if you could be any animal real or imagined what would it be and why so those are those are probably my three favorites.

[00:30:30] Yeah, I really like those and the thing I like about most of those is it can change depending on the day sort of like the value backgrounds and so you can keep using it you know like.

[00:30:42] Like you usually when I do the seminar so most of our seminars are two to three days.

[00:30:48] I'll ask okay so has your animal changed because that can give you like an insight into how the person's feeling that day, you know.

[00:30:57] And at my certainly changes on the day sometimes I feel like a sloth yes and sometimes I feel like you know a tiger or dragon or you know.

[00:31:07] Whatever the case may be but I have someone last week she wanted to be a skunk.

[00:31:14] She's like that's how she was like nope I want to be a skunk I want people to leave me alone I would love it.

[00:31:22] I loved it or she got you know people that bothered or just oh here you go.

[00:31:27] Yeah, she had me alone and the point of it is that you get to know your employees on a different level like the outside of just.

[00:31:36] What they are capable of at work but like really getting to know them on a more personal level which is going to help them be more engaged was just going to help you better connect to them which is going to make you a better manager.

[00:31:53] Truth.

[00:31:54] Yeah, it's all about the case.

[00:31:56] Yes couple more so again this is from the Harvard Business Review article which we will put the show notes but avoid the blame game so.

[00:32:05] All great leaders know that the book stops with you.

[00:32:09] Your job is now to protect the team so you take the blame when something goes wrong and give the credit to others when something goes right.

[00:32:17] Now this doesn't mean that you don't hold people accountable but the important thing as a manager is that your team knows that you have their back.

[00:32:25] And they want to know that you're not going to throw them under the bus or you're not going to just like dump and run.

[00:32:31] So we need to make sure that you avoid the blame game.

[00:32:37] When things do go wrong use that as an opportunity to problem solve as a group.

[00:32:43] So you want to acknowledge what went wrong and then work with your team to come up with ideas for how to improve the process going forward.

[00:32:51] So look at it as a team failure approach it as a team failure.

[00:32:55] Again you're going to deal with any individual failures on a one-to-one basis.

[00:33:01] You know in the proper setting but for your team you want to acknowledge it as a.

[00:33:08] A point of improvement going forward.

[00:33:12] I think that's awesome how many times have I said that already me.

[00:33:17] Yeah this is a good one we've got some great tips.

[00:33:22] In our or in one of my earlier tips I mentioned finding yourself a mentor.

[00:33:30] And I do want to bring that up again because they talked about that in this Harvard business review article and let's just share that stat 65% of new managers admitted to feeling uncertain or anxious about their new role.

[00:33:50] Y'all it's normal as matter of fact you're not alone.

[00:33:55] Yeah you're not alone this is this is a whole new set of skills for you at something that you haven't done before it's okay that it's scary.

[00:34:06] But you need to instead of being paralyzed in that fear you need to take the steps to grow so ask for help.

[00:34:16] I'm going to say it again ask for help whether it is getting yourself a mentor or asking for training from HR hiring someone even outside of your organization.

[00:34:31] Looking up articles and reading how you can get better there's tons of books out there so ask for help and then actually apply it.

[00:34:44] I'm concept.

[00:34:49] Do you have a final thoughts really?

[00:34:52] I think what I want to end with is that again we have been directing most of our comments to people who are brand new to management.

[00:35:01] But even if you're a seasoned manager and you're thinking to yourself man I wish I had done some of these things when I was starting out.

[00:35:09] Now that you can start over at any time it will actually show your employees that you trust them enough to admit that maybe it didn't do things quite as well as you could of and that you're learning and you're growing and as you learn and grow you want to start.

[00:35:26] Applying those new skills that you're learning and so it can be an opportunity to just kind of reset.

[00:35:33] You know you can have one of those meetings where you say like you know what I feel like maybe we're not all communicating in the best way possible.

[00:35:41] So let's talk about how we should be communicating and let's make it a group effort because we all have a part in that we all play a part in it and I am not, you know, the king here.

[00:35:53] But you can use that as a real trust building and team building exercise. So again for new managers, this is your chance to really start things out on the right foot and just set yourself up for success and managers who have been at it for some time.

[00:36:09] This is your opportunity to make things even better or to reset if you need to.

[00:36:16] And I think that does show your employees that they could also do the same thing right.

[00:36:22] No, hey yeah, I could make a change. I could it's just such a great way to be a leader to be able to say I'm maybe not I didn't do it the best and so this is how I want to go forward.

[00:36:34] I think that your employees will respect that and will probably kind of emulate that that same behavior.

[00:36:42] Absolutely I feel like you know the the leaders that I have really.

[00:36:50] And myored and respected are the ones who haven't been afraid to admit that they screwed up somewhere along the way.

[00:36:56] A hundred percent that they learned from it, you know we don't need perfect people they're exhausting.

[00:37:06] And they don't exist. They just pretend that they exist, but you know we don't need that and nobody's going to be perfect at this particular.

[00:37:14] Because you're dealing with other humans so mistakes will be made but as long as you can admit it and handle it in the right manner then you're actually going to strengthen those relationships.

[00:37:27] And I know we've talked about that in prior episodes as well. Okay, so Trisha's drinking water.

[00:37:33] I said we're going to.

[00:37:35] I wish I had to get it in there.

[00:37:53] Okay well so my wine is just getting lovelier.

[00:37:58] You know so no I actually really do like this.

[00:38:02] So again it's Michael David winery.

[00:38:04] It's a Southern young blog from Lodai, California.

[00:38:07] I think it was about 15 bucks so it wasn't like super expensive and it is a super pretty bottle that was so like if you need a pretty label and I'm going to try to show it to Trisha but it's like embossed in it.

[00:38:22] It's like it's got this really nice like wax.

[00:38:26] I don't know seal.

[00:38:28] So it's like it's got a very pretty presentation with the nice gift wine if you've got people who really like so and now blonde.

[00:38:37] So you know like yes, yes, I give it two glasses up.

[00:38:44] Oh my god.

[00:38:46] We do need to get our rating system together.

[00:38:49] Okay I know we're getting a kick of that out.

[00:38:53] That'll be one of our goals when we're out in Chicago in a couple weeks.

[00:38:57] Yes, yes.

[00:38:58] Hey and if you're listening you should join us in Chicago.

[00:39:02] But anyway thank you so much for joining us for this episode of wine.

[00:39:06] We hope that again if you are a new manager who was listening you feel a little bit better about your new role.

[00:39:13] Know that we believe in you and we know that you are going to find your own way.

[00:39:17] We definitely believe in you and please don't forget to follow us on social and subscribe wherever you get your podcasts.

[00:39:27] Cheers!