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Creating a Sticky Organization – Dr. Dave Weiman [RR 783]

Carm Capriotto, AAP — Tue, 27 Sep 2022 05:15:00 +0000

Do you have a sticky organization? Or is it more like Teflon? Do your employees feel a sense of belonging and ownership? Do they take pride in their work? Dr. Dave Weiman simplifies what it means to have a sticky culture and some warning signs to avoid in your business. Stick around!

Dr. David Weiman is the president of Weiman Consulting, a leadership consulting firm in Philadelphia PA. Listen to David’s previous episodes HERE

Key Talking Points

What do we mean by “sticky”? A place beyond just where someone works- they feel connected to the place. It would be very difficult for another shop to pull them away. They value the place much more than just the salary.
What are some of the elements of a sticky organization? Shared values. Trust. An “ownership” culture where people feel a proprietary interest in the shop. Compelling goals that are achievable but might be a stretch. A sense that “what we have here is special.” Team members feel like you listen and respond to them. Selective about who you bring on, and the existing team members know that. Telling stories about prior events or successes that support the can-do culture. Personal connections (the leader takes a personal interest in the team members). A sense of having a future there. The camaraderie that’s a mix of professional and personal. A true sense of belonging. (Can include a common “language” or inside jokes/terms that help create a culture.
How would you know if your place is not “sticky”? Turnover. People don’t go the extra mile. Customers are not treated well as a function of employees not caring much. Conflict and spats over seemingly small things. Lack of accountability. Low energy/enthusiasm.
Mistakes- They follow what they’ve heard other companies do or something they read that involves a significant culture change without considering the thoughts and ideas of their team members first. Making the place about the owner instead of the team. Few avenues for getting ahead/getting promoted. Blame. Not getting involved when there’s a problem. No pride in the facility itself (the shop is dirty and disorganized).
How to approach creating a sticky culture. Be clear about the definition. Enlist help from the team members. Listen and respond. Take a genuine personal interest in team members. Create a “feedback” culture. Make pathways to higher-level roles very clear. Reward behavior that shows a genuine focus on customers — can be even small things like a convenience store gift card. Clean and well-organized workplace. Be aware of your competitors and what they do to keep (or lose) employees.

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The Many Roles Of The Shop Owner – Dr. Dave Weiman [RR 749]

Carm Capriotto, AAP — Tue, 31 May 2022 05:15:00 +0000

As we grow as leaders and build a strong culture in our businesses, we take on many different roles. These are unwritten roles that many small business people need to know that may have to step into. Such as a marriage counselor, a person of faith, an intervention confidant, and more. I’m with Dr. Dave Weiman, a great and wise contributor to the podcast, as we discuss the management of all the different hats we put on as business owners.

Dr. David Weiman is the president of Weiman Consulting, a leadership consulting firm in Philadelphia PA. Listen to David’s previous episodes HERE

Key Talking Points

If we feel over-stressed juggling too many roles at work, what do we do? Be aware of who you are at that moment, are you having too many roles? Prioritize the roles and refer/suggest other professional resources
Strengthening relationships at work, being more personal
Trust- telling someone when something’s wrong or asking for advice- creating connections and being a sounding board. Listening without talking is critical.
A personal board of directors- your boss is usually one
Family business- a distinction and addressing each other properly when at work. Succession planning needs to have transparent conversations and ask questions.
Work-life balance- are you managing time or managing yourself? What are the goals within your roles? How much time do you want to spend on each role?
How many roles are too many? (Does it mean we’re trying to be too many things? Or that people who work for us NEED too much from us? A little of both?)

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Learn more about NAPA AutoCare and the benefits of being part of the NAPA family by visiting www.NAPAAutoCare.com

Handling A Toxic Employee with Dr. Dave Weiman [RR 713]

Carm Capriotto, AAP — Tue, 25 Jan 2022 05:15:00 +0000

How do we handle a toxic employee? How long have we noticed their behavior and never addressed it? Is it hard for owners to let someone go that they hired and thought would be a great fit for the team? Dr. Dave Weiman, psychologist, and owner of Weiman Consulting explain the behavioral background of a toxic employee. Every business owner needs to listen to this episode!

Key Talking Points

Toxic employees- they know other people will pick up their slack and don’t care. It is almost impossible to change toxic behavior, but you can almost always change the production level on a positive team player employee. Toxic people have excuses for their behavior
Red flags during hiring- behavioral questions, not following instructions in process. “Tell me about a recent success that you were directly involved in, what happened and why was it successful?” “Can you tell me about a recent professional disappoint and why it didn’t go well?” Do they only give themselves credit for success? Do they blame others for disappointment?
You risk other employees leaving because you as an owner, are tolerating toxic behavior
20% at top of business- follow all the rules, self-motivated. 20% at the bottom- unhappy wherever they are, complain, “problem children,” 60% in middle that can be drawn up or down
What are people doing outside of work? What do they value?
“How do you pick the guys that go on Seal Team Six? Because they’re the best of the best of the best.” Graph: On one side (y-axis) is performance. On the other side (x-axis) is trust. A high performance & low trust person is a toxic leader and a toxic team member.
Coachability- take in feedback and change, are they giving excuses? Are they missing the impact of the behavior? Do they not think they’re the problem?
Are they motivated to change? Be clear about your values, what are the other employees doing to demonstrate those values?
It can be hard to let someone go- you picked that person and hired him/her
Address issues/concerns immediately- learn why it happened, what can WE do to improve this?

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