Oct. 5, 2023
Ep 171 - Evolution of the Queen Bee & Retaining People
In our latest podcast episode, get ready for an exciting journey packed with engaging discussions and actionable insights. We'll explore the evolving role of the Queen B in electrical services, strategies to retain your best staff, and the importance of the right processes. Plus, we'll delve into unexpected topics like the appeal of generator sounds and the connection between visuals and accommodating different learning styles.
Amidst it all, we'll tackle the challenge of simplifying processes while rekindling your sales magic. Discover how to create a nurturing culture that retains staff by providing the right environment and educational opportunities. We'll also delve into Maslow's hierarchy of needs, language in recruitment ads, reproduction rights, and the significance of safety and security for a successful financial future. So, join us for a roller-coaster ride of knowledge and fun!
Join us LIVE 5 days a week on the Facebook Community page:
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And see us and our stories and wins at:
00:01 - Queen B Role in Electrical Services
12:48 - Simplifying Processes and Delegating Responsibilities
18:06 - Maslow's Hierarchy & Employee Motivation
28:32 - Empowering Employees and Retention Techniques
WEBVTT
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Hello, hello, and welcome back to another episode of Electric Preneur Secrets, the Electricians podcast, where me and my partner, joseph Lucani, go live with you five days a week to help you master sales, simplify pricing and deliver premium level electrical service.
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Last couple weeks we've been talking a lot about your first hire and your next hire, and this week we're continuing that next hire conversation.
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But before we jump right into episode 171 on the evolution of your queen B role and the retention of your staff retaining people before we jump right into that, why don't we start by just seeing how you're doing, joe?
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How's it going today, man?
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Man, life is good and actually I wanted to say I loved your post today because I literally saw we had I don't know if you guys were privy to this, but Clay and I had a conversation where he pretty much said Joe, bro, and started coming with names of and starting my name with Bro, with it, bro's it, bro's it, yes, and I was like wait a second, I don't have one for Clay.
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So I was putting it in the atmosphere.
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If anyone actually knows something where you can contribute, bro and Clay, that's what I'm looking for, that's the sweet, that's the secret sauce I'm looking for today.
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Yeah, it's a tough one.
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It doesn't have the same, doesn't have that same rhyme, that same flow is like Robot.
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I love it, joseph is the Robot Lucani.
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I love that, by the way, because literally, like, being being robotic has just been one of those things that's followed me.
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I mean, hey, a lot of people on the spectrum are like this, but it's just really cool because Robot sounds like Robot.
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I'm like hey tickles the tongue a little bit.
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Yeah, you know what.
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I could deep dive into that.
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But like, why does it have to be a Robot?
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What makes you robotic?
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Okay.
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So it's really the adherence to process, like a lot of us on the spectrum are very routine, organized, so we're very, very good at following sequential orders.
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So if you were to give a process and say this is the framework in which you interact with everything, it's almost like you input a program into a robotic machine.
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It's like this is the way it's done.
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This is the way it'll only be done.
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There are no variations.
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Anything else is a violation of it.
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In addition, I used to throw the discus and one of the main things of why I pointed pride was I got into college on a scholarship because I was able to throw the discus really well and I was not a big guy, but because I was so process oriented, I would do what's known as a full spin, which is a very complicated procedure, but because I was able to do it, my team would call me a Robot because it would be the exact same way every single time.
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You just give me a discus, you could expect the exact amount of turns, the exact speed.
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Everything was consistent.
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So robots stuck.
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Yeah, just did.
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There was only one thing I could do consistently at that age, and it was skateboarding.
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Not a bad thing to do, man.
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Not like a robot, though Not quite like a robot.
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Do you know what man I got to tell you?
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I have to say like I don't know, I've got a bit of a dirty secret here.
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Not a lot of people know this, but we actually live near something called the Okanagan in BC, up here in Northern not Northern Canada, but in the North in Canada, at the southern border, very close to us, just a few hours away, is where a lot of like fruit, apples, orchards are wines, wine country, so a lot of apple juice, et cetera.
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And we were actually out that way just a couple weeks ago and I grabbed a couple of big bags of apples and I'm not talking cheap small produce store, shriveled up, I'm a burlap sack kind of stuff, aren't you?
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I'm talking like honey crisp jumbos that are clearly GMO mark.
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There's some stuff going on Apple ones are really good and it's like the first time you ever felt alive when you bite into this.
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And we bought a bag like second grade they call them.
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So there's some, you know, a couple pecks from a bird or wormhole or something.
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But we also got this device, like, bless you, jeff Bezos, for just having all the devices for your kitchen.
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It's an apple peeler, cora and slicer in one and it's like a vice to your countertop.
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And then you just put the apple on and you just you wrench it through like it just poof, and the peel comes off, the core comes out and it's sliced perfect.
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So the point of this rant, joe.
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Just before this episode I went upstairs to have a quick break and realized, gosh, it smells good in here.
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Mariel's had that stuff boiling both the scraps and then the main pot from the good apples were making apple sauce and apple crisp and all the goods and I dipped a soup ladle into that scraps one because it's for apple cider and I put some in my cup.
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Oh, it's heavenly brother.
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This time of year there's just like fall apple cider hot on the stove.
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I don't know if you can beat that.
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I can think of one thing that, for me, always trumped anything in the fall the sound of generators being tuned up.
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Literally I'm weird.
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I'm weird man.
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I'm telling you anything from August to November, that's all I did eat, sleep, breathe generators.
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So, like as soon as the temperature gets down, I'm lacing my boots, like this is what we're doing.
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Yeah, and mouth rinse with gasoline.
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You know what That'll do?
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It, I mean kerosene also works, but hey, gasoline will do Mandy's with us.
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She says, yeah, she wants some apple cider now or maybe gasoline.
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I'm not sure which part you're talking about.
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Either way, how about we get serious and jump into this?
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So, continuing a pretty in-depth piece of yesterday, the end of the podcast.
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Getting into this, you know, a, the queen B role, but also retention was a big piece of that, joe, and there's a really important point I want to make here.
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That queen B role is in itself an evolution.
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It doesn't stay one particular thing.
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Yeah, it's easy to sit here and say like what's your queen B role in your company, but when we say that we're talking about during this time, during this present moment, to your business.
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Now, as we discussed, too many electricians who we interact with and even help actually don't want to be on the sales front.
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They don't want to be the ones meeting customers for the first time.
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A lot of them actually want to be on the tools, meeting them at the second occasion and the second engagement or third engagement and kind of monitoring the quality and sort of speak, doing their ride alongs at the install stage rather than the sales stage.
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That makes sense so far.
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Yeah, I mean.
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A lot of us, in a lot of different ways, came up as technicians and installers, so it makes sense that our natural predisposition is to not be salespeople but instead be quality control managers.
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It lines up, I get it.
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It's a huge thing.
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So for me I know personally in our business the marketing and sales is just something that I really love to do.
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I'm huge on the marketing side of things.
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I really enjoyed that.
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I love trying to help people with their problems, explore problems and then help them solve those problems with our offer, and that's all a piece of the attraction and the conversion of what we've said before ACDC, right, attract, convert, deliver, collect.
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It's much like that, and so when I think of a queen B role in the business and what I'm supposed to be doing, I like to use that model.
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You, on the other hand, are the development genius and maybe the best teacher I've ever worked with.
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Well, thank you.
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And there's tons of proof in our classes every day, like this morning's class where we get all this feedback and the testimonies from our lovely clients.
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Thank you, guys very much.
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If any of you are listening right now, of course, mandy's with us.
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Mandy's awesome.
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Just throwing that out there, mandy, if you're listening, you are awesome.
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But there's a couple pieces here now we've broken apart, right.
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So there's sort of the acquisition and that first sort of funnel into your business, but then there's the delivery and the fulfillment and that back funnel that you handle so wonderfully, you and Reina.
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So A acknowledging that, but B recognizing like where is your queen B role and recognizing also that it doesn't mean forever, You're not chained to this.
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What are your thoughts so far on this show?
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Does it make sense?
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No, I mean, I'm picking up what you're putting down and, realistically, wouldn't it make sense to have someone of my talents and predisposition in that position?
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Like I love doing processes, I love breaking the nitty gritty details.
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I like figuring out what our customers are going to say and how we can pre write a response prior to the question even coming up.
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Like that's my jam.
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I love that.
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I love being in that space.
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And to tie this back into the topic and what we're really advocating for throughout these last couple of weeks is being a systemized and process driven business.
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I actually got the opportunity to meet with a lovely group of ladies in a nonprofit last night to help show them some of the systems that we've built and how thorough and interconnected they are and how even our access to them has been simplified just through like do doogle, doogle docs.
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I just want to say that again.
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Has that happened twice on this podcast?
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It has, but I think we should start doing something.
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Can we start calling it doogle docs?
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Do doogle docs.
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You guys know what I'm saying.
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That's simple, easy to use.
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Any house you go into in North America, they know what doogle docs are, they know what Google docs are.
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Right, it's a very easy, intuitive thing to use and so using them for your SOPs, using them for your programs, using them for your engagements, can be a really helpful tool for your business.
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To simplify how we do things, if we can acknowledge that, as a business owner, we're all wearing about a dozen hats and and that's roughly, you know, maybe six to eight too many right now for you, we know that there's only three ways to handle those hats you yourself are going to do it, you yourself are going to delegate it, or you yourself are going to cut it out of existence.
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It doesn't need to be done right now.
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So your queen be role even evolves with the hats that you're wearing, because what you'll need to do right now, like for us we just posted the other day, we're looking for an appointment center.
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Well, for what?
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For, on the front end of all the wonderful electricians, all the great people who are looking for the kind of help that we provide, to have someone as a liaison to help connect them A to the value pieces that we give away for free every week, really every day, because even people comment on the old ones and we're in exchange again Someone to help be that liaison so that we're never dropping the ball on the help that people need.
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That's a hat, it's a hat that Joe, someone part time wears, it's a hat that I part time wear, and so we're trying to take that off, systemize it and give it to someone else so that they can take it to the hundred, ninety hundred, hundred and ten percent.
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That makes sense.
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Just using us as a reference point here, something to follow along and make sense of this.
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Yeah, I follow you.
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Now this next tire, the installers the same thing, and that's what we've been talking about.
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How do we systemize that?
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Take that hat off and make it so someone else can wear it and make it better than you ever could, at least with your cooperation.
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We're kind of together to make it better through their suggestion and their experience of using your process.
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Because there's another evil that happens here, and that evil is that we tend to think what we do is simple.
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Yeah, the thing like I remember one person that brought up who I've been a man of respect for, but I mentioned the thing about common sense.
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It was like, well, this should be common sense and, realistically, what is common sense?
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How can you assume that someone knows something just because you believe that they should know it, if they haven't been exposed to it in their own experiences or their own lives, or their own businesses or their own installations, how would they know?
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That's why we need to always establish training metrics and establishing that our team always has a path to grow and improve from.
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Absolutely.
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We've seen people come in with simple price books, change to a process that's actually simplified and all of a sudden their sales are connecting again.
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I was on a call with someone yesterday who told me I think it was someone in their network their price book had 4,500 line items plus in it.
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But I have a good search function.
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Whoa right.
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What's simple about that?
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We find this in our business, that things we think are simpler often not that simple.
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So it's very, very useful to go through that, get a second opinion, work through your process and make sure that you've got it labeled down to the simplest steps.
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And here's how far we've taken it.
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We insert screenshots in our processes, even.
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Hey, here's what this looks like.
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Here's a picture.
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Why?
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Because a picture is worth a thousand words.
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People.
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Words don't add up.
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What if the person reading it is dyslexic?
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That's true and we need to accommodate that as well.
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It's not our decision.
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We don't draw a line on hey, we don't hire people with dyslexia.
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That's not fair, because some of the most gifted people in this planet have dyslexia, right, speaking of business, what about Richard Branson?
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Never read an entire book in his life.
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He's listened to lots of audiobooks, though Just processes information different doesn't make him less of a person.
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In fact, it's made him incredible.
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I'm going down a bit of a rabbit hole here, but I hope everyone's getting the point here that Queen B role the delegation.
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What we're trying to do is simplify, get these hats off and get them to valuable people that are within your organization to help you grow.
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And that brings us to the latter half of this.
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I know I have to say half, but I've already used like 15 minutes just monologuing on that.
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Joe, I apologize.
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It's all good, I'm not going to be disappointed because it's a point that we're trying to communicate that sometimes needs time to properly communicate.
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Like imagine you were to say I want to sum up the declaration of independence in 15 words.
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Like there are some things you lose certain gravities by trying to rush it.
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So I can't blame you for wanting to ensure that it had proper connotation.
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And I got to acknowledge Mandy's wonderful comment here, as Mandy's joined our group recently.
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She said this group has changed our lives, even being able to start transitioning our systems to Google Docs, because what we have seen with our, with the SLE roadmaps.
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Thank you, mandy, for those heartfelt words.
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That really is appreciated.
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I can't say it enough.
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We just want to help electricians grow.
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We know what it's like to be in the position of no one helping.
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We didn't get a business education when you got your electrical license, in whatever state or province you were in.
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Yeah it's going to.
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I was gonna say in New York we had and I believe still have some pretty crazy requirements, like it was 11 years to get a masters and I was able to qualify with seven years because I had two years of trade school and two Years of college education.
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But even with all of that business mastery like tax laws and Understanding how to properly structure and learning how to grow a proper organization was not something taught.
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You know how to do the work.
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One of the code questions was what's the wiring you use when reassembling a crane?
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I'll never work on a crane, but I had to know the wire.
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So it's important that we recognize that these things aren't common sense but are an accumulation of our experiences and who we choose to expose ourselves to, and I feel that that is something that really sums up what we're trying to say, because the installers that we bring into our team will end up staying longer Because they're exposed to the proper values that we choose to emulate.
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And when you think about what is it going to take for someone to not go somewhere else?
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It's not just the payment of them, because money will buy everything, but it doesn't buy people, doesn't buy loyalty, it buys time Instead, if you can create a scenario to where, if they're exposed to proper values, good culture, but also you're continually in training them on the areas they want to grow.
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And forgive me for monologue in here as well, but like it's great if we're gonna say, like, imagine an installer.
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What is it that person wants?
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If they want to see the customer serve the highest level, then you transition them to being like hey, I'm gonna teach you how to be a service tech.
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You can help people when they need it most.
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Maybe they're very meticulous on the tools and they want to be the best installer that can be.
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Well, that's the case.
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What's stopping us from saying We'll give you always new things to work on and we're gonna give you a training room to improve your skills and we're gonna test you on it and we'll teach you everything we know?
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Both paths would retain different people, so it's understanding.
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One is the culture good are your values is.
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If you hold up the mirror of your business, are your values being shown?
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And do you know your technician enough to say I know where they're trying to go and let me try and help you get that path totally.
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You've probably all heard me speak about Maslow's hierarchy of needs before.
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It's something that I reference commonly when engaging with people, when planning with people, when trying to view and understand what someone's perspective and their needs are, because it truly impacts how we respond or react in situations.
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It's all based on the current level of values that we've achieved, and so Maslow's hierarchy of needs, for one like, starts at physiological right the air, water, shelter.
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We did an episode on reproductive rights and how it is your responsibility to get your employees late.
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That's because reproduction being, having the ability to reproduce is right down in the basement.
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Think about it.
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Look how many people are on the planet.
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That's not just a coincidence, but reproduction is a key to your physiological safety.
00:18:58.760 --> 00:19:01.569
You actually need it for the most part, right?
00:19:01.569 --> 00:19:04.776
So then level two is your safety and security.
00:19:04.776 --> 00:19:14.138
That's the white picket fence that people dream about having a savings, having the nest egg, having a retirement, which, as we know, many don't have.
00:19:14.138 --> 00:19:16.002
I can't remember the statistic.
00:19:16.002 --> 00:19:19.625
Do you know that number, the percentage of people that actually have retirement savings?
00:19:19.684 --> 00:19:22.574
going not offhand, but I know for those who do.
00:19:22.574 --> 00:19:27.304
If I can stitch someone I know the best person to talk to is my close friend Josh Lupo from the fi couple.
00:19:27.304 --> 00:19:32.962
I know that he advised me on so many different things and turned my financial situation into a real success.
00:19:32.962 --> 00:19:36.519
So I would say, if anyone's gonna ask, look him up.
00:19:36.519 --> 00:19:40.838
But what I do know as a great guy, that's a way nice, nice guy.
00:19:40.838 --> 00:19:42.442
Thank you, I appreciate that.
00:19:43.550 --> 00:19:50.332
One metric that I do know is that if you ask people what they think they need, they'll consistently say one million dollars, yeah.
00:19:50.332 --> 00:19:56.171
And it's actually really funny because I, when I was talking to my financial analyst and saying what do we do, what?
00:19:56.171 --> 00:20:00.278
Where do we need to be, it was like most people need to be closer to three million.
00:20:00.278 --> 00:20:01.423
I, yeah, because you don't.
00:20:01.423 --> 00:20:07.990
Let's say, you have a six-figure salary, you're running a business for 20 years, you're really growing, you want to thrive, you want to maintain that lifestyle.
00:20:07.990 --> 00:20:14.611
You need to be able to pay yourself that same amount, plus the inflation that happens throughout your lifetime.
00:20:14.611 --> 00:20:19.588
Yeah, so even if you put a million dollars away, it doesn't mean it'll equate to a million dollars worth of value.
00:20:20.359 --> 00:20:20.741
Totally.
00:20:20.741 --> 00:20:21.926
A lot goes into that.
00:20:21.926 --> 00:20:27.450
So anyway, that's kind of level two of Maslow's, that safety and security that you start building.
00:20:27.450 --> 00:20:31.227
Level three is actually connection connection and community.
00:20:31.227 --> 00:20:36.031
So now let's bring this back to your staff and the retention and what Joe said.
00:20:36.031 --> 00:20:42.505
We know that people who are achieving in between two and three Actually have a different set of needs.
00:20:42.505 --> 00:20:44.892
It doesn't start with money, it doesn't start with pay.
00:20:44.892 --> 00:20:47.805
This even applies to attraction.
00:20:47.805 --> 00:20:50.752
It's not just retention, it's who we're attracting to our brand and how.
00:20:50.752 --> 00:20:58.506
The language of your recruitment ad has a lot to do with the people that will apply, based on what you're marketing to them.
00:20:58.906 --> 00:21:02.555
This is an incredible lever that most of us don't really understand.
00:21:02.555 --> 00:21:05.880
I Could go deep into that.
00:21:05.880 --> 00:21:08.465
I think I got to put that and table it for another episode.
00:21:08.465 --> 00:21:11.192
Joe, language and recruitment that one stored in the bank.
00:21:11.192 --> 00:21:14.700
So let's say you've got someone who's been with you a little bit.
00:21:14.700 --> 00:21:18.799
They got their physiological needs met so they're able to pay the rent.
00:21:18.799 --> 00:21:20.224
They're they're paying the bills.
00:21:20.224 --> 00:21:24.039
They've got a girlfriend, their life starting to take shape in this new direction.
00:21:24.039 --> 00:21:26.765
Now they're at safety and security.
00:21:26.765 --> 00:21:30.432
They're starting to get and save some finances.
00:21:30.432 --> 00:21:38.207
They're in a place of slight abundance, even what the evolution that happens in their needs is.
00:21:38.207 --> 00:21:42.405
It becomes rank recognition, rewards, then money.
00:21:42.405 --> 00:21:52.980
There's a shift there, and what you're suggesting, joe, really Subliminally even, is that in that shift we also need to shift our approach.
00:21:53.903 --> 00:21:54.244
Correct.
00:21:55.839 --> 00:22:00.470
Follow them on their values journey and be in constant recognition of where people are at.
00:22:00.470 --> 00:22:13.115
And while this sounds like a lot of work, it's actually just having a couple tools on the tool belt and having scheduled time to be with your people In group and one-to-one environments.
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