Embracing the Madness: Navigating Talent Management and Career Development

So he basically had vertigo for 24 7 . So we have to like take him up the stairs , walk him down the stairs , we have to lift up , do anything , but he's still in high , he's just just a little drunk that's funny .

I don't know Like I'm in survey and then today that quickly turned into civil yeah , this is user error . So this is my error , but at the same time , I'm accountable to a certain extent Important thing that anyone should . I didn't know how important this was until today .

But if you're looking for an employment engagement platform to do all of your surveys , make sure you can test based on demographic , so that you can test the logic of all of your questions , because I have a situation now where the logic doesn't . I can't see where it broke down and yeah , so now I had to open a ticket .

Well , 2000 people are wondering why they can't submit their survey . So , life is Now .

And then it realized after the fact that the branching is broken and there's no way for you to know that . So Professionally .

I was like I just got to the point where , okay , this is a good quitting spot , I'm going home and I'll tackle it tomorrow . But , yeah , it'll be easy to get it done tomorrow than today . But I didn't meet a goal . But life will go on . I think I mentioned before , review process is 12 weeks , actually more like 14 weeks .

We're supposed to launch at the beginning of the fourth quarter , which is two weeks away , and I usually launch it earlier just to get it done and get it out of the way . You know , check the box . So I'm not truly behind schedule , but I did say I'd have it done today , but I did not do that . But I didn't anticipate today being as hectic as it was .

But yeah , talking about cats and dogs , besides getting them drunk and stuff , I had a cat . We found him when he was like his whole body could fit in the palm of my hand . We found him in our backyard and he was all by himself and I called animal control and said , hey , I got this tiny cat here , can you come pick him up , and things like that .

Oh , we can't come till Monday . Once the cat spends the night with you and you've got two kids , it's your cat . You and you've got two kids , it's your cat . And I think that was I always think that was the thing . So we ended up Monday morning we took him to the vet and they gave us the bottle of milk and we we raised him .

But he was never an indoor cat and he thought he was , I don't know , lion King or something like that , and he'd pick fights with everything he brought it . He would bring in any animal in the world that he could catch . He brought in a small goose once .

He brought in a nutria and if you don't know what a nutria is , it's an ugly beaver rat looking thing with orange teeth . He would just bring in all the snakes . He was great at bringing in snakes . He would bring in all this stuff all the time and drive my wife nuts , rabbits .

I never knew rabbits made noise until one day the cat brought one in and it's screaming . I never knew a rabbit made noise . So anyways , he would pick a fight with anything . And one day he got attacked . He lost the fight and he actually had lacerated his eye very , very badly . And we took him to the emergency vet as it was after hours .

And we get him there and they said they patched him up with some super glue type stuff medical grade super glue , for lack of better term and they say , oh , you're going to go to this , there's a cat or animal eye specialist somewhere that you're going to want to go to and do all this . And I said , well , how much are we talking ?

And he's like putting in like thousands of dollars . I'm like no . And so the next day I took him to our vet in the regular hours and he said , yeah , he agrees with super glue , Just hold it and see how it works out . And it held up for him . But he decided he was big enough of a cat to take on a pack of coyotes and he did not win that fight .

So yeah , that was the end of our cat . His name was gary , just like sponge . My son named him from the snail and spongebob gary .

The links are in the show notes . Also in our show notes is send us a text link . You can

send a text . Now , this is one-way communication , but I really would love to hear from you . If you have any ideas , thoughts , suggestions , grapes , whatever , let us know and give us reviews . I went on earlier today and we haven't had a review in a very , very long time . I did not check internationally .

Sorry , our international listeners , but please leave us a review . That's how we get found , how we grow . But one thing I did do while I was playing around the stats I live in my county . The entire county has less than 50,000 people . I was blown away how many downloads I have from this county and Dare County , the neighboring county .

I don't know that many HR people down here . There's not that many businesses that have HR people down here . But hey , send me a message . I'd love to hook up , get you a beer somewhere , so let us know , I will buy a beer . So love to meet y'all in the area . So anyways , that's taking care of some business . But we a a cool topic .

I was , I was searching through old episodes , I was looking for something that we referenced and I never found it and I'll keep searching as I wanted to bring up . But I was clicking through episodes and we made some not even .

It wasn't even a topic , it was just a couple remarks about high potential employees and things like that , and that got me to thinking about the whole high potential or high post-election process and taking it completely jaded , because people get so butthurt about why someone was chosen over them and what's going on and things like that .

I just went down a whole rabbit hole of high potential issues and this is probably way up your alley more than mine . I've never worked anywhere that's had a structured I guess you'd say talent development program . I've worked mainly in smaller companies that it's there is talent development program .

You know for mainly in smaller companies that it's there is talent development and progression , but it's not as formalized as you know some companies out there . So yeah , well , do you have any experiences with people getting overly upset ? That hey , you know why did CeCe get listed as a hypo ? Why not me ? Da-da-da-da-da and thanks .

I have worked at companies where we've had very strict or very like different tier development programs , like different tier development programs , and I think you know you have your leadership development , you have your man like leadership development , management development , and then you have like what we would call like the hypos , and at that area we were doing more

like early career and development programs around that , like identifying them , because like there's a little bit of a yeah , like that's kind of how we've always defined hypos in the past . We're more like these are high potential individuals .

A lot of them are a little greener and when you put them in those kinds of programs I love people are always going to get butt hurt a little bit . So there's been situation like I've never really heard anyone though Like I don't think anyone's really approached me and been like , oh , like , why ?

Like usually it's like shit talking and it's really like , well , why ? Oh , my god , like why did so-and-so get selected , like what ? And I'm like , okay , well , I don't know selected if you stopped like shit talking all the time . That's one thing , yes , but I don't okay , so I gotta , I'm like all over the place tonight .

So there's a couple things that I kind of think of , and the one thing is , like the transparency of selection . And then there's also the transparency of like do you release this list of high potential ?

So in the past we've never really like released a list of high potentials and very rarely do the people themselves know that they're high potentials , but they're probably like put in a bit of like a cohort and if you have a bit of a program , what was just putting them like ?

Oh , once a month there's like a learning event , so it might be something very laser focused at that group of individuals . But no one ever knows like , oh , you're selected because you're high potential .

And like , once you start talking about that and people start to know like I've been named , like it kind of a sets up , sometimes an unrealistic expectation with the person , because now they're like I'm hypotensive day , now I'm going to get and that's not always the case or it gets around , and then people get butt hurt .

So for the most , like those high potential or hypo programs , kind of keep that hypo piece a little quiet . We'll still give the high potential individual development . We'll still give them stretch assignments . We'll do all the things .

We'll say things like hey , we really like , we see , you know potential in you , a little more development , a little more development into you , but we never like list anyone as high potential and no one knows who is considered high potential .

One time it was in Virginia Beach and I got to meet up with them while they were in Virginia Beach and I'm going to talk out both ends of my mouth because in some words I like secrecy towards this because I don't know a lot . It's going to come positive out of . You know , hey , you know , look at this , here's our list .

You're not on it and things like that . But but I also I think transparency has has a place too . Well , this particular company . I went to the hotel that where they were holding this training . I was starting to talk to them . Now I'm not in telecom so I don't know a lot of the stuff they're talking about .

But he was telling me about the leadership training in the managing , the people training that he was going through and a strategic thought process training that he would be exposed to . But on top of that like he was wearing a sweet Under Armour polo that said the company logo high potential , class of whatever .

And and you know he's going to go back to work , this is pre pandemic , everybody's working and he's gonna be wearing that around . They gave him this sweet canvas messenger bag type thing . That was company logo , high potential , class , whatever it is . They were class of , let's say , 2024 or whatever and things like this .

And I'm like that's all the stuff you're doing is like shoving it in people's faces who weren't invited . But he said you know , people were in last quarter's class . A lot of them aren't there , some aren't there anymore .

And he says he doesn't know if they quit , they got removed from the list or what it was , and he didn't end up being in telecom too much longer after that . But anyways , people would come and go off the list on a regular basis . I was like yeah , it's not unusual for high potential . You know someone , you know they can't handle it .

They shit the bed , whatever it is they . You know they get taken off and hey , well , you know who's next on our list and add them to it . But I was just like the blatancy in your face , you know it was a little too much , I was thinking .

But I really dug the training they were doing and telling how to manage people , how to manage situations , how to you know strategic thinking and things like that . I'm like , oh , that it sounded like a really awesome program they had . But yeah , it's crazy . But all all this led me to now I'm going to get jaded again . What ?

How does this work in today's modern era when you have the anti-work crowd , the quite quitting crowd and all this and they're the ones who are going to get butthurt because they didn't get selected while they're doing it , in making it known they're doing the bare minimum and stuff like that ? You can't have it both ways , people .

You can either be a quiet quitter or you can be a high potential . And that leads me to my other random thought is the bar lower in 2024 for identifying these people because you have so many quiet quitters ? And by by contrast , warren looks awesome . He's a mediocre employee overall , but compared to everybody else , he looks awesome . He's your number one guy .

No , I do 50% more than minimum . I don't know whatever it is . But how is that in the talent development world ? And then add to that the labor shortage and throw that in there I mean talent development is probably just done more as many cartwheels as any other area of HR because of all this post-pandemic stuff .

And it just got me thinking how tough has it got to be right now versus just four or five year pre-pandemic times ?

, okay . So when we talk about high potential , like how I'm defining it in my mind is like you have a high potential pool of individuals . The next tier up , I would say , are your succession roles .

So your succession individuals are like higher level and for the sake of this conversation , that's who I do my organ talent review around , like we do manager level or not manager , but we do what is it ? We do three levels down , so we do C-suite , their direct report and then their direct reports , direct reports , and that's kind of what we do with that .

Anything outside of that we would identify as high potential and those are individuals who aren't necessarily ready for like a succession path , but we have their , our eye on them and those are traditionally like the entry-level jobs where there might be higher turnover .

I got done with our or we're actually in the middle of our talent review right now and I would say , like a lot of the individuals are on that six in that succession pool , in that particular talent pool company for years .

You know , like a lot of them have been with the company for like I would say like three plus year or two plus years , but like really three plus years and it's that are a little more like you get a little more turnover in those areas .

But I feel like there's a correlation between individuals who are high performers , Cause I feel like if you're high potential you are , but also you're a little more engaged in the organization You're , you know , you show a desire to grow and even though we have like have the people that work your wage .

But the other seven boxes are somewhere in between . And , hey , you know , this person's got a ton of potential but they just need a little more push , a little more experience . Even Maybe they're only a year in or something like that . They're just green and you know their performance will improve once they get in the swing of things .

I think , or maybe somebody has great performance but they're just not motivated and they're not that person that's going to . And I , I think companies , if they did things like and I'm not going jaded , I thought that , I thought it was going to be a really jaded episode , but I keep going away from it .

But if , if companies did a better job of explaining how this succession planning and performance and the nine box works for everybody , hey , you know and tell you hey , I see a lot of potentials , you're just not , you're not meeting it because you don't have the motivation and have those direct conversations with them to maybe kick them in the butt a little to

get them . Oh , they see something in me . They like me a little bit more . I don't know , but we've said it before . Are you feeding someone's ego ? Hey , I've . Hey , they say I've got high potential . I might not be performing well , but I've got high potential and their ego has been stroked a little bit .

Now they're not going to be high potential any longer because they're too full of themselves . And then you've got the people in that center square . They're doing mushy middle . They're good , they're that key player , they're solid , they're . They're good , solid people , but they're they're . You know , they're , they're .

You know I forget what percentage of your people are supposed to be in that . You know middle square , but I can't recall all that fun textbook stuff from the things like that . But , yeah , you know , they want a percentage , you know . Know , there's some method . I forget even the name that puts them .

You should have so many of this , so many of that , and and majority should be there in the middle . But it's , it's . But . Talk to people about where they are and where you see them and how to get them to move from one box to the next , hopefully on the upward scale , upper right scale , but .

But yeah , it's just I think that's what companies could do and just have a candid conversation with them . Hey , you do well , we just need you to show there's people perform really well , but they're just not motivated to do . They're a one trick pony , you know they can do their job really well , but you take them outside that box , they're not gonna do it .

And you know , I , being , I , being in my role , I , you know I have a certain view of the process because I run the process , so I know the conversations that are happening , I know everything .

The only group I do not know the conversations for and rightfully so is the HR group , because these are my peers and I don't need to know what they are or where they are . But , that being said , I just I'm walking into my Q3 check-in , q3 check-in and I just want to be blunt and be like , okay , I know how this works , tell me where I am .

Tell me where I am , because because I just want to know , like for me , motivationally , if you were , if I was just to say like and just knowing my role , oh , we totally see you here , we see you in this spot . Tell me where I am . Am I high potential ? Am I key talent ? What am I Tell me ? So yeah , just to let everybody know , it kills me too .

Not knowing kills me .

You know if you're not involved and you don't know the whole nine box thing . It's not even that complicated , it's two lines potential , performance and where you fit in between there , it really is that simple .

But how it works , and you know if you want to do it correctly and have the X , many , you know , not forced distribution , but your ideal situation is this main percentage of all these categories and whatnot . It's interesting . But yeah , maybe a recruiter or something doesn't know or care about this , or a benefits person doesn't know or care .

But if you know about it , hey , Warren , you've got great potential . You've got good potential , You've got good performance . Let's knock it up . And I think that could be a motivator if you're trained properly how to receive that notification . Which brings me to another thought about emotional intelligence .

Some people just can't . They are not as good as they think they are just can't .

They're not as good as they think they are , you know , and they're always going to compare themselves to somebody else and look at it through some rose colored glasses that , oh , you know , I'm better than this person because , fill in the blank , that may or may not have some truth to it , and maybe they are better in this piece , but in 17 other pieces they're

not better , and things like that . And they just don't look at that part . Oh , yeah , yeah , it doesn't . It doesn't turn in his administrative stuff on time , Doesn't ? Do you know the , the little things , right ? Oh , yeah , I have better metrics in my work or whatever the measuring devices , and that has to come into play in this whole discussion too .

So this is how all HR wraps together . Your compensation and bonuses can be all tied to all this fun stuff as well . So this is sort of like the real heart , if you will , of what HR is . And another thing I was thinking about and I actually wrote this part of my notes here talent development is expensive .

It is , I mean , from the early potential in providing . Hey , you need a little extra training here . We want you to . Hey , I think you should probably , if you're doing it more subtly hey , the manager , I'd like you to take this class , you know , or enroll in the seminar or whatever it is , and things like that . But depending on your situation .

Benefits they can be expensive , because some companies pay a hell of a lot towards it . But benefits are expensive . Recruiting , depending on your turnover and amount of hire , that's expensive . But employee development and talent development , that's really expensive too , especially the higher up the ladder you're going .

Like you mentioned , you had your high potential pool , then your succession planning and what do you need to do to say , okay , well , if Susie's going to retire in three years and we need someone that is going to be able to fill those shoes , well , oh , they might need to take whatever . It's expensive .

And I like the thought , Once again , I'm not being jaded anymore . I thought it was going to be crazy to be jaded , but I like the thought of if I went to a company and they told me they have this organized , structured talent development thing , I'd be like whoa , that just says something . Right then .

But if I were to go to a company that had that , that would be like ooh yeah . But that makes sense for you .

We don't make it formal by any means , but they just need to happen , which is fine , because I think having something really formalized wouldn't make sense for a smaller company like that . As long as the conversations are taking place , I don't care , you could have them hanging upside down . Who cares ?

And also like the other thing is this is something I come across every year because we have so many individuals who are named as successors . And again we keep that quiet because we don't want to set the expectation of like , hey , once so-and-so wins the lottery , it's yours . We don't want to say that . We want to identify what's their development plan .

And every year there's pushback being like well , this person's developed , they're ready . Now . I'm like so what are you going to do with that ?

And it's always like it doesn't have to be an expensive thing , like it doesn't always have to be training , it doesn't always have to be some kind of externally purchased program , it doesn't have to be an offsite Like this is literally just getting people ready for their next .

It doesn't have to be an off site Like this is literally just getting people ready for their next . And sometimes it's just as simple as getting people on a really robust stretch assignment that would give them exposure to a different part of the business or something like that . And that's like zero money .

And that's also clearing stuff off of somebody else's plate so that you know they can focus on something else because it has like a ripple effect . So there's always like this conversation I have every year of like , oh well , there's nothing to do , they're already developed . Like , no , like learning is forever .

And there's always something that you're going to be working on and it doesn't have to be something extremely formal . Just figure it out . Are you just going to get , like , give them a new responsibility , give them something like you know , it doesn't have to be really complicated .

You know , today the incumbent is doing X , y and Z , but maybe we can throw a sprinkle a little bit of this and that into the position as it grows , because I think , you know , with new people comes new ideas and new ways of doing things and maybe they're going to be more efficient . So now you have the ability to do that .

You know I was , I was talking with our CIO just earlier today . Actually , you know , are so much of our corporate departments have grown a lot over the last all the time I've been here . Some have doubled in size , but HR is still the same .

You know , it's me , my assistant and a recruiter , and I don't see it getting any larger until we get a lot more headcount because we've been able to gain some efficiency , so many efficiencies in what we do and I'm able to .

You know , actually right now I was telling you offline , my assistant is challenging me in ways to keep me growing because she's just , she's really really good and she's she's very eager and I don't want to lose that . But I she keeps me on my toes and I need to come up with more for her to do .

She's already done 18 things today and she's bored and I don't want that to happen , and so that's my challenge . So , anyways , but yeah , it's just . You know , even if you're in a smaller company , talent development it's a thing and it may be just some even casual conversations about , hey , you know , how's this person doing ?

I think they're doing , what could they do next ? Where are they going next ? What's next in the road for them , and it's a casual conversation . We don't even write down notes . But , like I said , you just talk about it and know what's going on and okay , yeah , that sounds good .

Or if , like , yeah , you know they might be good , if or , but , or whatever it is . And then that's when you start actually , well , we can fix that , we can , you know , we can figure that out .

We can give them that type of assignment , we can give them some new goals , we can push them a little harder and things like that , to see what we can , we can do there .

And I'm like what are we doing with them ? And I'm like , no , what are we doing with them ? We're not doing anything with them . So just figuring out what to do with the high potential employees to keep them engaged has been a little tricky . Like is it going to be a cohort program ? Is it just going to be like individual development plans ?

Like what do we want to do ? And right now , to be transparent , we're working on that . Like we're working through what that could look like in 2025 . Because historically , we've not really done anything .

And I'm going to go out on a limb here and say we're probably not the only ones who are in this boat of like hey , we have some really strong people who look like they can really grow at the company . Let's just cross our fingers that they stay .

It was competitive and like people knew about it sells in like they could let their manager know I'm interested in doing this and in that case , like there's a competitive nature to it , you're selected and we had swag for that and you , you know , those people were walking around with their like management development program turbis bottles , like to every meeting ,

because they were so proud of , you know , that accomplishment and we really wanted them to kind of brag about that because they worked for it , they like applied for it , they interviewed , they like were selected , and also we want , we wanted more people to cycle through that program .

So we're like you know what , advertise it , like you know , be proud of your accomplishment . So there's a there's a time and a place for that kind of swag and I think , um , that's like completely appropriate . But yeah , just to like name someone a hypo and give them a mug .

. The magic wand .

I , you know , people get very bitter with that more than I think being named or labeled something , and it's always this weird mix of like people who get bitter because they sit in their chair , they do their work , they do as they're told and they do it well , but they don't do anything more than that .

And then they just expect I've been here for X amount of years , I deserve to be promoted , I deserve this and I'm like it doesn't work that way . Like you don't . You're doing what you're asked to do and you're doing it well . That's great .

But if you're not showing a desire to move to the next step and if you're not vocalizing that with your manager and your manager isn't having those conversations with you about your next , you can't be bitter . That's not happening for you . Like , you have to have accountability in your own development .

So whether you are sold by the daddy corporate as being a high potential or not , it really doesn't matter . You have accountability in this and you have power in it . So that's what I always try to tell people is that you own your development , so you have to take ownership of that .

And on the flip side , you know , the development can also tell you who's time to exit the company sometimes and or when things get lean . You know , knock on wood , the economy's going really well , yada , yada , yada .

But if times get lean again and decisions have to be made , they're they're looking at that same nine square a lot of times because that one in one person who only scores one on potential , one on performance , they're the easy ones . That's a no-brainer . It's the people who are two-in-one are the really tough decisions .

Like I said , the two-in-twos , they're your solid , that's the core of your workforce and things like that . So that's where things get really difficult . But the one-in-ones , oh yeah , low potential , low performance . And you know it's interesting and put yourself out there and ask questions of your managers and management how am I doing ? What's going on ?

What do I need to do next ? What should I learn ? You know , just put yourself out there and you're not being a brown loser , You're taking responsibility for your own career and if you get an assignment that I don't because you ask good for you . It's nothing on me , it's good for you .

And I was very hungry and I said I made time with the VP of that department . I made time with people in that department . I asked them questions , I like networked internally , basically . And then when there was like a time for in that department , I asked them questions . I like networked internally , basically , yeah .

And and then when there was like a time for me to like or a big project came along , I raised my hand immediately . I'm like Do you need help ? Because you know , I talked with my manager as well and I said you know , this could be a good developmental thing for me . Like , if I have like room to do a stretch assignment , I'd love to do it with them .

And they're like awesome . I ended up like creating their new , higher orientation for the like for the what is it ? The the building being one of the primary facilitators , and it was awesome . And then time came where , like , someone on that team left and that position was open and I , it was strategic .

When a position opens , which is inevitable because attrition happens I want them to think of me . So the position opened . I interviewed for it .

I pissed a bunch of people off because during like an all-hands meeting an HR all-hands meeting where all like 100 and some HR people were there , a certain individual like raised her hand and basically insinuated she wanted that role too and she didn't get it . But she went through the interview process and everything .

She insinuated in front of everybody that certain people get roles over other people because they're favorites , and so she made herself look like a fool , essentially first of all . And so she made herself look like a fool essentially first of all . It was embarrassing for me because everyone in the room knew that she was talking about me .

But at the same time I'm like well , what did you do ? And this is why I get very passionate about it , because I'm like you didn't do anything with this team . Like I busted my ass , I built relationships , I did extra work to like expand my skills and to prove that I knew what I was doing , I created new , higher orientation . Like , what did you do ?

And to like make that kind of comment in front of everyone and play a victim and blame a rigged system when it wasn't rigged is annoying to me . That is my biggest pet peeve Like .

We're not going to interview . We know , we know you , we know what you're going to say and you know it's good . But she goes here . She goes , but I am selecting someone else . And she went like ABC .

Here's why , and because it was so factual and she'd planned this out so well , I couldn't say , I couldn't rebut it and I actually now yes , I was butthurt for a little while about it . I didn't get a promotion , I didn't get something I wanted , I didn't get the raise , I didn't get whatever . Everything came with it .

But the way she did it was just , it was personal to me . It's not like a thank you , thank you , blanket email and she said look , you have this reputation . I believe it or not . I had this reputation of being gruff and mean and not very touchy-feely , and I also did some other . If I wasn't being gruff or mean , I was just not being responsive .

So and and these are the exact things she was telling me and I was like yes , yes , yes and yes , and and I I couldn't disagree with anything she said .

And you know , like I said , I , my feelings were hurt for a day or two and I I was like , okay , well , you know , and I ended up liking the person who came in ahead of me and it all worked out , but it was just interesting . But I really appreciated that and I think she knew that I would appreciate that and that's how she worked .

So it's just about knowing your people and if you , if you have a legitimate reason , you know , I had the tenure , I had the experience , I had whatever things you want . I also had some baggage that I brought along , and maybe being jaded didn't help my career right then and there , but I wouldn't be where I am now if it weren't for that .

So it was everything's good , it all worked out .

Uh , maybe not all the time , but except for extenuating circumstances , these individuals are owed some kind of feedback . Or else you're going to get what happened to me with , like a Lugani tune basically telling the room that I don't deserve my job . I only got it cause I'm a suck up , like no like and I know the reason I hate .

follow her on LinkedIn too , so yeah .

And the thing is I used to get so much ammo for the show from LinkedIn . You know , reading David Micklesley , reading John Hyman I haven't kept up with John Hyman's worst employers list . I'm gonna have to give myself an assignment to read that real quick and things like that . I just haven't .

Because LinkedIn is just turned into Facebook and I can't stand the political crap . I can't stand the the other non-professional crap . If I could , I would probably , I'd probably remove my , my LinkedIn account . I mean , I know I can , but I'm an administrator of our company's LinkedIn , so I have to have a LinkedIn profile and dah , dah , dah , dah .

So it's not . I'm just not using it anymore .

And every day it's a new post , or it's like a selfie , or like I'm getting ready for work , like with my coffee , and it's just , we get it , we get it . You're a leader of a team and your team somewhat likes you , from what we can gather . Like you don't have to post like something about them every hour . It makes me crazy .

You know ? You hear to say you know originally , oh , millennials , they don't have any work ethic , they don't know how to do crap , and now they're running the show . Now , you know , people my age are in the tail ends of their career and things like that . There's more millennials out there than there are Xers and things like that .

But I don't know , I can't put my finger on it . Did the millennials mature and develop into better employees or were they always that good and just caught a lot of shit ? And are we giving too much shit for the Zoomers ?

But things have changed over the years with millennials and we wouldn't have a lot that we have right now if it weren't for the changes they brought to the workforce .

But Zoomers , are they going to be the sort of end of talent development overall , because they just are the work , your wage generation , do your bare minimum and , uh , skate on by it , by our reputation . Like I said , my , my new assistant is the exact opposite . That she's she's making me work hard . But so there are exceptions to every rule .

But you know it only takes so many before you say you know what , screw this , it's not , this program isn't working , it's not worth the squeeze , isn't worth the juice or whatever they like to say with those type , I don't know .

So that I respect that piece of it , I respect a hundred percent .

They're they're not going to be , they're driven while they're at work on the clock , but then afterwards like they're a little more relaxed and and I think millennials were probably that way too for a while until I got mortgages until you got mortgages and you're like I could really use that promotion yeah , yeah , I have a

But for all you listeners that have stuck us out this far , we've got some exciting things coming on , starting with the next episode I'm going to put I think I'll send a little voice message to our Patreon supporters so they'll get to know first .

And next , in two weeks , there's going to be a surprise of what we have going on and , yeah , and we'll be doing that for at least a few weeks .

So it'll be , we'll have some fun and with it now , I'll probably record a little something extra tonight for the , for the patreon supporters , so they , they will get a heads up and maybe they'll have a suggestion or two for us as well .

. Just hit us up , send us a text , and we really want to get some text , get some more communication . It's been a little while I haven't been asking for a lot , those things a lot , but I want to get some communication with you all . So send us a text . It is one way , but we'll respond on the air .

But there's also in the show notes later on the text number for the Jaded HR Google voice number and I will respond if you send to that as well .