Shownotes Transcript
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I'm going to give you some phrases that signal you might be experiencing a layoff. H, L, signs in an amazon making news again, leading the charge back to five days of work in the office will break IT down. I welcome to the can comment show.
I want you to win IT work because i'm a tell if you're win in IT work, if you got a chance to win in the rest of your life. So I want you to get Better so the paycheck can get bigger. That's our aim.
And so let's let's do a little bit of a warning shall um for you history box I feel a little bit like power of air today. The british are coming, the british coming, the british coming right? I want to warn you because we are in a cooling job economy right now.
Now um we'll see what shakes out in the next quarter because the fed has spoken everybodies excited to about geomapping now aren't they? Georgia jero, have you saved us? I'm talking about the feed chair for those you aren't paying attention of the news every day I got your back.
So here we sit. Now the fed is in a cycle we've announced we'll see where IT goes. How are you going to play out? But as as we sit and as we converse together today, we certainly seen a cooling of the job economy and is they're going to be a soft landing, right, which means no recession from all of the interest rate hikes.
And now the fed is beginning to lower the interest rate, and will we have a soft landing, meaning no recession, which means less layoff s remains be seen. But in the spirit of this, whether it's now or later, here are some very interesting statements. And i'm just giving you a couple specific statements from american companies in memos and statements made by their executives.
And these are examples of phrases you start to hear this, you should start thinking we're headed to ours layoffs because we see a history of layout s after these kind of statements. And for the record, that drives me crazy. And i'm to say, what leaders, if you are having to navigate laying off people, i'm going to give you some specifics on how to do this the right way.
So IT doesn't harm the company because we know from data that when a company does layoff s whether they needed to or not. IT has a profound effect, not just in the moment on the people that behind, but to the future. So here we go.
Here's a couple of statements. These are actual statements. P to B, C. We are outlining our workforce to Better support our strategy.
Now I watch you a picture and executive with a tea cup in their hand and their pinky up in the here. Maybe they got a pinky ring on because this is how the stuff comes across. IT doesn't come across as authentic IT comes across as a bunch of lawyers, word smith, some stuff.
And it's just so snooty and devoid of emotion. We are aligning our workforce to Better support our strategy. No, you're not.
You're laying people off. You're laying people off. Just say what IT is.
You're not online in your workforce to Better support your strategy. It's gobi cook corporate speak. It's designed to put lipstick on a pig.
Have you ever seen a pig? Have you ever seen lipstick on a pig? It's at all phrase.
I've never seen IT. But I could take of this. If I put lipstick on a pig, IT would not make that pig look any Better.
Here's a second phrase. We seen this from goldman sex executes. We're doing a strategic resource assessment. No, you're not. You're looking at who you're going to lay off and who you're going to keep.
And by the way, layoff s while unfortunate and painful to navigate, to start on ethical, it's not always the best solution, but sometimes it's the right solution or the best solution available to a company. So executing laffer doesn't make a company and its leadership big bad wolves. But the way you do IT can certainly make you a big, big bad wolf.
And these kind of statements don't actually do the thing that they're intended to do. These kind of statements are intended to soft in the below. But can I just tie something? There's so soften in the block.
I think of resetting a bone is my metaphor today. There times where a doctor must reset a broken bone. IT is in the best interest of the patient, and it's short term and long term health of the bone.
And the patient IT requires to reset the bone. IT sucks. Never had a happy to me, but i've had IT happened to a couple of my bodies and they describe IT.
It's not fun for the doctor. Resetting the bone is a necessity, but IT is an unfortunate necessity. But there is no softening the blow of resetting the bone there.
There's no dog speak. There's no is so bedside manner that actually reduces the uncomfortably ss or the pain for the patient. Now can they can they um prepare the patient mentally for what about to happen? sure.
But again, it's not gobble cook. The doctor goes, hey, can you going to reteach your bone and this is going to hurt. Pretty simple.
I now am able to go. What's about to happen to me is going to suck. But IT needs to happen and it's going to have IT.
That's all that's needed at that point. The person's gotto deal of IT so the doctors clear bones broken best case are the best steps going forward is to reset the most. And IT is going to suck. And we're about to do IT.
Are you ready, right? I mean, this is fundamentally when when CoOperations to do laos, they should probably treat IT like a doctor says are like a doctor in resetting a the doctor does not say IT is time for a strategic alignment of your bones. We're not going to reset your bones anything when I we're not gonna reseach your bones.
We are going to have a strategic real alignment of the bone to best use the resources of your body. If the doctor says that, do you go? Would you shut up and just fricking set the bond? What are we talking about here? You get IT.
It's common sense leadership folks. It's common sense. Well, that's not what these companies do.
They say this crap. And so what happens? Three things happened. Number one, IT creates confusion.
Where do I stay? Where do I stay? We say crap like this.
And the person who works with the company be like, where do I see yet? And I going to get light off. And so what does that do? IT creates confusion.
A lack of clarity creates confusion. And then that confusion creates xiety. Oh my god, what's going to happen? Very little.
Number two, after the initial unsettling, if we could go that the confusion and in the worry that comes to that now immediately after that initial blow, the trust starts to wrote, I don't trust them that they have our best interested mind. I don't trust that i'm going to be handled fairly in this deal. I'm going to get laid off fairly.
why? Because you gave on gobi cook. We will be aligning our workforce to Better support our strategy. The person is going what the craft, our strategy and when I find IT, right? No, we're going to be doing layoff. You're going to find out from your manager within twenty four hours, wrap the band, set off, set the phone. Better right?
The third thing that happens as the erosion of trust happens, by the way, even those who aren't laid off, we know from data that the trust roads for those who even didn't get cut, it's not like you do massive layoff in organza and everybody left behind us. Those unlucky, you know what's i'm super excited about staying at this company now they go, what's next? Is there another round? And so what happens? Sync m, just these people we'll talk to like adults, they talk to us and platt tudes and and and corporate legal speak cnc, they become cynical.
And by the way, I say all of this is natural and it's unsustainable. That's the way in human. What handle IT.
So what do you do? Leaders, here's what you do. Number one, back to my metaphor, setting the bone.
Tell him the truth. Tell them the absolute truth. I didn't say you have to be insensitive, but you tell him the truth.
The doctor can be very kind of nice and o, i've got to reset the bone and it's going to suck. Tell him the truth number to tell him why. That's what a doctor does.
You got to reset the bone. And when we do, this is going to heal faster. It's going to ate healing.
They tell him why, to tell him the truth. Tell him why we got to do this. Be empathetic, be a human ago.
This sucks. And I I know how this feels. I've been through before. I know what you're feeling. And the number four, be helpful.
Give him some resources, couple alongside of them, walk IT through with them. Tell him what's next, what they can do. Otherly resources. The company will give him, as a result, table off so quick or you tell him the truth, tell him why it's gotta done and be empathetic and be helpful if you do that as a leader across the board. We do this through corporate laos and leaders.
If you're in a small business gether, let me takes up and that will not erode trust and create cynicism for those left behind because by being truthful to then they feel like they're being dealt with as an adult. And they go, you respect me enough to tell me the truth. I respect that you got some tough decisions to make, and I hate to be.
And let me take something that those that are love buying will be empathetic to you. Leader, if you're transparent, i'll be empathetic to you. They don't want to be in your situation and and they're certainly are grateful they still have their job, but more importantly, they're grateful to be treated like adults and so that the take away hope that helps those of you to be aware of what might be happening. And for those you have to lead through, they off do with the right way. It's onna come back to really help not haunt.
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Our amazon in the news a lot all the time for seemingly for who knows what. But not too long ago they made headlines for finally doing what a lot of observers, yours truly included, thought was coming over the the last year or so coming out the pandemic. Um we've seen a gradual policy change for amazon to return to work and that's hybrid some in sum out and a lot of observers.
And again, I thought this was happening. Uh IT is now been announced has been announced the new uh CEO andy Jessie, by the way, who i've been very critical of amazon in the past. I've got a lot of praise for amazon on this deal, but recently they said, look, you're back five days a week now for those of you who love to take shots at me when I take strong positions on stuff, i'm not entire remote work, never have and never will be, but i'm for what leaders believe is best for their culture.
And andy, jc, C, U. Of amazon believes that having people back in the office five days a week is best for their organization. Now there's all kinds of conspiracy theory.
He's doing this to further call the heart to get people to quit instead of fire them. sure. Okay, maybe, but that's their provocative to put out a policy that they believe is right.
And if people leave, they're OK with. I don't think it's that kind of evil chest. Maybe IT is um but that's that's their proof but this is fascinate so quickly.
Here's what's happening by january second. Uh workers will need to be in the office five days week. So they essentially by the way, I I applaud this leadership.
They're get down in front of this, and they're going, you got a basic corner to decide you. You got three, four months to decide whether not you want to adhere to a new policy. But come genuine second, you gotta be the office five days week, all right.
So that's what got all the headlines. That was the big holly blue. Because, you know, a lot of people just, it's become this coming out, the pandemic, this, this, this right to work remote has become like an issue, and very clear and emotional lines on this.
I mean, if you want to get shot at verbally on on social media, you won't take some darts, some arrows, throw out an anti remote working post. Just sit back and watch IT. Wow, boy, boy.
I unintentionally stepped in to some of those bad boys just by commenting on policies that are out there. again. I got entire remote work at all.
I mean, i've talked about four day work weeks. I report the studies folks and and look of all the studies done on four day workweek. This pretty positive. But and that doesn't mean that i'm saying that's what needs to happen.
It's and though i'm just telling you and I just said clearly, and by the way, my position of forty workweek is the same as a remote working hyper work. If you can make IT work as a later, I sit back a plant and go, come on. Who am I to say that only one size fits all, never gonna do IT alright.
So the news and the headlines were, andy, Jessie, amazon, big bed, darth vader, making all the amazon workers come back to work. It's unrealistic. It's wrong.
He's trying to get people to quit ba b 88 ba but in the same memo to me is the more news worthy story and it's never going to get the headlines so i'm going to give you some some real tinter because I actually think this is good。 Here's what he also said is a direct quote, amazon also, this is in addition, his already annals in the memo. We're coming back january six.
Ebs got to be the office five days week. He then goes on to say amazon also plans to simplify its corporate culture by having fewer managers in order to remove layers and flatten organizations. He's talking about teams within the massive amazon, which is over a million employees.
So what he's calling organizations the organ, hear this some more in this in some of his statement. He's talking to teams within the organza. Smaller organizations within the greater the am is on own multiple companies. You get IT right? This is fascinating.
He goes on to say that each organization will be expected to increase the ratio of individual contributors, that employees two managers increased the ratio from employees of managers by at least fifteen percent by the end of the first quarter of twenty twenty five. That means he wants more employs who don't manage anybody, and less managers. fascinating.
He wants to flatten the structure. And to that he is asking each team to review their structures apart this process and identify roles that are no longer required. Any changes or justice will be announced. The team level.
So he is also, not only he look in a flat in the bureaucracy structure, he's also empowering the individual leaders of these teams of the amazon organizations to say this, what can you do? And folks for four get up in arms. He's actually saying I want less managers, more employees.
He's not same get rid of more employees. He's same get rid of more managers. And i'm a fan of leaders, but all my goodness nesses got my attention and I got a little, I got a little flattering my tummy on this one.
I was like, this is good leadership here. why? Why do I believe this if you have already figured that out? He said, I want to make these changes to ensure that we are remaining nimble.
And to underscore the point, he said the company created a bureaucracy mailbox. This is alex. When I got excited, I emotionally stood up and started up plotting.
I stayed in my chair, but emotionally I was giving CEO, andy, Jessie, they much deserved stand innovation, are you kidding me? Of bureaucracy mail box, are you kidding me? This is a dedicated email address to which anyone can send an email to to root out unnecessary processes and excessive rules. I was like, go and go, go and go.
Because if you ever figured that out about me, if you're news to this program, if there's one thing I hate, and I mean, i'm saying this with with with all caps, and i'm talking about deep seated hatred on the start towards people, but I hate with everything in my fiber, unnecessary rules and excessive processes. I get allergic to IT. In fact, anybody arrange these loses who's been in a mean with me if I feel that there's some unnecessary process, I chAllenge IT immediately with great further because i'm just wired that wake trip.
By the way, unless you think i'm puffing myself up here, you say I never the smartest person in any room, but I am always the most listen to me common since person in the room, and say that because I hear about bureaucracy on these two rules in the meeting here and solutions, i'll go, why are we doing that? And I make everybody uncomfortable. By the way, I am not trying to make everybody uncomfortable.
I just go, no, I don't say and you're got kid. Are you saying they're unnecessary democracy? Rams solutions? Yes, not because rainy lotions is bad, because rainy solutions is a company and every company has a stuff.
And so we need to always look out for, do we have a lot of IT? no. So already relax.
Email dave. No, no, he would say the same thing. We've got ta always guard against folks.
That's just me being honest and transparent. And you show me a company that is we don't have unnecessary rules, unnecessary. Bg, because i'm going to go, you're out of your freak in mind.
Pull your head out of your you know what the very nature of an organization is to sometimes implement unnecessary rules and unnecessary processes. So folks, i'm just being honest. If you don't like IT, I don't care.
I've just being honest, this is amazing. He goes on to say after introducing the bureaucracy mailbox, gosh, i'd love that idea with H I come up with IT. It's it's a reporting mechanism.
M to go. There are some r came and unnecessary processes and rules. Now, by the way, the employee might be wrong, but that, okay, they ought to feel like they can raise the flag.
And O I don't think this process makes any sense. It's stupid. And what the leader can go.
Thank you for sharing that. I'd like to talk about and allow them to go. This is dumb and this is stupid. And if the leader hears IT and is able to a make their case and does get that person on door with dead.
Healthy organza or be actually listen and go, I think you're right and have the you know what's to make the change healthy organization. But as when people don't feel like they can report this kind of stuff, that leaders started to develop blind spots everywhere. And you know what happens to takes the customer go, and you guys are a bunch, and then corporate and start to pay attention.
Here's what he said, and i'll wrap this. We want to Operate like the world's largest start. This means having a passion for costly, inventing for customers.
First word out of his mouth, why do we want to remove bureaucracy? Why do we want to get rid of more managers and have more people getting, you know, what done? Because we want to be flexible.
We want to be liable. We want to invite on the half of the customer. In other words, we listen to the customer, not our stupid freak bureaucracy rules, because we want strong urgency for the biggest opportunities.
We want high ownership, fast decision making, scraps for and deeply contact collaboration and shared commitment to each other. He says, when you are joined at the hip with your teammates, when inventing and solving hard problems, that's what happens. Let me tell you what happens when we have too many managers.
IT starts to be a cover. Your, you know what, the more managers, the more checks and baLances, the more checks and baLances of the less innovation, the less collaboration. Bureaucracy is where progress goes to die.
I will say that again, bureaucracy in government, bureaucracy in your business, bureaucracy in your ministry, bureaucracy in your not a profit, is where progress goes to die. If you know like that, you're wrong. And i'm sorry, I did my best in last few minutes to enlighten you. Good luck, as already else passes you, and you're in love with your stupid processes and dumb room.
Everybody needs a coach. And if you don't realize you need a coach, you need the first work on being more coaching. And then I want you become coachful. You need to coach.
And I want you to know that for a long time, we have been excited and working through how to do IT, and we are piloting a coaching program right now where you can get a coach who is kin cult approved. It's a group of coaches that we've assembled. Their train coaches are really good at what they're doing.
They can help you with your career coaching and your financial coaching can comment out com lesh coach can come out com flash coach, check in out. Get with somebody today. Parkers up next in seo falls south, the coa. Parker, how can I help?
Hey, cat, how you do? IT.
i'm live in the dream. What do you doing?
I'm trying to as well.
I like the sound of that. How can I help?
yes. So I kind of have a two part question. Um so the first part is how do I find peace at my current employer when I know it's not somewhere I want to be long term? And then along with that, how can I stand out in a difficult uh tech job market when the technologies are currently using um don't exactly translate to what I want to do in the future?
OK are two questions there. I want to answer them one at a time, by the way, really good questions. So I wrote down on my notes when you ask me peace in the present, and I want to tell you that I must speak very personally today because I will tell you that I think it's one of the biggest things that we humans s suffer from.
And and of all the people that suffer from IT, I probably suffer from IT as much as anybody. So i'm going to share with you what I have learned about getting peace in the present, because I think that's what you need. In other words, you're not where you want to be.
You know that and you've got this restless match between your head in your heart because because your hearts is going on. Um I I I wanted get out of this. This is not me and your heads go on.
Wow, partner, slow down. We're going to take care of ourselves. right? That sound about right?
Yeah, that's do that, right?
Yeah, I is tough. So here's how we get piece in the present. And then I want to focus on the second question, the key to having peace in the present is this, number one, we must root ourselves in gratitude at the first thing.
So when we are dealing with this tension between we, we know we're not where we want to be, but we have to be there anyway. Gosh, that sucks. I want to be here, but I have to be here because I don't have a there. The there is not either revealed or the there is not ready. Still trigger with me.
right? Yeah.
yeah. So it's like, all right, I ve got to figure out the there, the next, if you will, just got up the next or there are. So that means until I figure out the next, I am, in fact, in the now.
And we want to go from feeling stuck in the now two peaceful in the nail. So here's how we do first graduate. I'm grateful for the paycheck.
I am grateful for all the things that the paycheck is providing me. I am grateful for family. I'm grateful for friends. I'm grateful for heart. Whatever anything that you can put down that you're grateful for, that's your focus on a daily basis.
And I highly recommend in the morning and at night, a reminder of all the things that you are able to be grateful for and be grateful for those things. That's the first thing OK. The second thing is we need to come up with what our next.
So we do the hard work while being grateful. In the now we began to do the hard work to say, well, what is the next? And this is where all of my you, all my books and content really drive people towards getting clarity on where can I go, where should I go?
How do I get there? How long will that take? How much that will cost? You get all that. And I think you're in that space right now.
That's going to lead us to question number two, but we really must determine what our next could be. Watch this and what our next should be. So we are grateful for the now and then we begin to focus on what our next could be options and then should be.
That's what were that's what we're choosing, okay? And and once we do that now, we began to take steps to get to the next and that IT. And that's how we stay in the space of.
Resilient as we're trying to bridge the gap from where we are to where we want to be. Now second question, alright, can I know what technology I want to do that I understand that, right? You know what kind of technology job you want, alright and but what you're saying is you don't currently have those technology skills.
Is that also correct? Um I have some skills, but I just don't have a portfolio projects built up.
And so you way so you have all the skills you need to step into the next no.
no, no, not all the skills. Um K I still developing, but I do have a good baseline knowledge, okay.
but my point is, is you got to go get the skills. So so when you're in the now you're going on, what do I have to do to get to the next? And what i've got to do to get to the next is you should have a list of technology skills or certifications or training that your immediate checklist, what's that gonna cost me financially, and how long is gonna take time, voice, the brain and the heart need those specific answers.
So if I was coaching you for a longer session a day, be going, what are the five, six, three, four, whatever things, things you need? And you would tell me, I OK, how do you go back getting those skills? And you'd say, well, this class or this program here maybe like a buffle tech and it's a nine months program and and then you'd say, this is how much bell tech costs.
And so in that brain and heart, they will get aligned by going, oh, we now know I have to do this this and this is going to cost this this in this and it's gonna take me this long now of a sudden the loop of uncertainty dies inside of our brain and our head hard gar, right? We ve got ourselves of plan and that's where resilience and um gump tion come from. H no one moves forward with certainty and excitement when they don't know where to go and what to do, but you show a person what they ve got to do and how they do IT and how long is gonna guess what happens? Enthusiasm and gump tion and they step out.
So that's what you've got to do right now. You ve got to make that list. And then you've got to determine what you ve got to do, how long is gonna take? How much to cost. Now from that point, that's when you walk into the lowest level, there is a starting level for that in technology.
And you don't try to go up three levels on the latter, go to the level that you were supposed to go to, to then get the portfolio of work, to then allow yourself to climb the steps on the latter, to get really ultimately want to go. And that's the process, my friend, is that simple? It's that simple.
You just got to have that plan and then start climbing the letter. And before you know, IT, your step and into IT was certainly in great purpose. Thanks for listening to the can coal and show for more.
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