Scott Greenberg – What Managers Get Wrong About the Hourly Workforce

Connect with Scott:

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Connect with Dwight:

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• dwight.brown@salary.com

Connect with David:

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• david.turetsky@salary.com

Podcast Manager, Karissa Harris:

• HRDataLabs@salary.com

 

Production by Affogato Media

Resources:

• Stop the Shift Show
• The Wealthy Franchisee
• HR Data Labs Season 7 Episode 16
• HR Data Labs Season 7 Episode 14

• “[Hourly workers have] really, really hard jobs and they need great management—they need great leadership. Most [hourly workers] are not getting it.”
• “One universal soft need [of employees] is wanting to feel part of something, and that’s where culture comes into play. In my experience, most business owners, most managers, [and] most leaders don’t know what culture is.”

Announcer: 0:02

Here's an experiment for you. Take passionate experts in human resource technology. Invite cross industry experts from inside and outside HR. Mix in what's happening in people analytics today. Give them the technology to connect, hit record, pour their discussions into a beaker, mix thoroughly. And voila, you get the HR Data Labs podcast, where we explore the impact of data and analytics to your business. We may get passionate and even irreverent, that count on each episode challenging and enhancing your understanding of the way people data can be used to solve real world problems. Now, here's your host, David Turetsky.

 

David Turetsky: 0:46

Hello, and welcome to the HR Data Labs podcast. I'm your host, David Turetsky alongside my friend, partner, trusted co host Dwight Brown from Salary.com. Dwight Brown, how are you?

 

Dwight Brown: 0:57

Good, David, how you doing?

 

David Turetsky: 0:58

I'm okay! I'm okay. But today, we have with us a very exciting speaker. And we're gonna find out more about him now. Scott Greenberg. Hello, Scott, how are you?

 

Scott Greenberg: 1:08

I'm good! Glad to be here.

 

David Turetsky: 1:10

We're glad to have you because one of the topics that we're going to talk about is a topic that's very near and dear to all of our lives. But first, Scott, tell us a little bit about you and what you do.

 

Scott Greenberg: 1:21

So I'm a speaker and writer and I help managers and leaders grow their organizations, and become better leaders. So it's a lot of keynote speaking. And of course, with that traveling, I write a lot of articles. I've written a couple books, but I'm all about helping other people lead more effectively and grow their businesses.

 

David Turetsky: 1:37

What we do for all of our guests, Scott is we ask them, what's one fun thing that no one knows about you?

 

Scott Greenberg: 1:43

One fun thing that no one knows about me? Not a lot of people know this. But I met my wife at a club called the Viper Room at a private party for the band The Sex Pistols.

 

David Turetsky: 1:55

Wow. Let's unpack that a little bit. First of all, Sex Pistols, outstanding. Love it.

 

Scott Greenberg: 2:00

Right?

 

David Turetsky: 2:01

Hopefully many people listening to the podcast know who the Sex Pistols are. And they might think it's something to do with porn. It actually doesn't. Outstanding rock and roll band.

 

Scott Greenberg: 2:10

Yeah, seminal band from the punk rock era. And they did a reunion tour. And they came here to LA. And I have a friend who worked at that club, and my wife had a friend who was a photographer shooting it for a magazine. And we were both there!

 

David Turetsky: 2:22

Wow. Well, I would have loved to have seen that, they're just an amazing band. They actually define a, you know, a certain genre of rock for a period of time. What was the period of time?

 

Scott Greenberg: 2:35

In like the late 70s?

 

David Turetsky: 2:36

Yeah, yeah, I remember that time. I think. It seems like a blur. But the Viper Room also sounds vastly interesting. I might have to check that out sometime.

 

Scott Greenberg: 2:50

Yeah, I mean, it has its notoriety because that is where River Phoenix passed away. It's kind of become this, you know, sort of trendy place. But you know, back then it was still kind of edgy, and a lot of cool bands, you know, would come there and play. And so they have this private party for them after, you know, concert at a bigger venue and I got invited, it was pretty cool. It's funny. I was like, sitting at this booth talking to my wife, the next booth over is the drummer of The Sex Pistols. And I'm thinking, do I keep talking to this girl? Or I'd go try to meet a band member? I think I made the right choice?

 

David Turetsky: 3:19

You made the right choice.

 

Scott Greenberg: 3:20

I'll never know what that alternate universe, I could be hanging out with the Sex Pistols today. So it's, you know.

 

David Turetsky: 3:25

I'm not sure if the longevity of that relationship with the Sex Pistols drummer would have been as long? But

 

Scott Greenberg: 3:33

No, they didn't even last that long together as a band. So you're probably right.

 

David Turetsky: 3:38

So we're gonna have a fun time today talking, Scott, because one of the things that we're going to be talking about is the hourly workforce. And if you've listened to this podcast at all people, you know, we love talking about the dynamics of different pieces of the segments of our workforce. And so we're going to talk about how hourly workers differ from those who are salaried, and how management can focus and adapt to be able to recruit, retain and motivate them at a much higher level. So the first question, Scott, what is the difference between hourly workers and salaried workers?

 

Scott Greenberg: 4:22

Nothing short, but a whole world of differences. And it's something that so many employers take for granted. And also a lot of leadership experts. As you know, there's a billion books out there a billion gurus and experts to talk about leadership and management, but there isn't much distinction in what they say or what they write between, you know, engineers and cashiers.

 

David Turetsky: 4:44

Right.

 

Scott Greenberg: 4:44

You know, between people who are making good money, who graduated college, who are self motivated, and people who might be younger, who might be struggling. Hourly workers tend to have less of an education, they have fewer skills, they don't have guaranteed hours and therefore predictable income like those on salary, their hours might be reduced, or their hours might be changed. Well, these are people who might also be going to other jobs, going to class, volleyball practice, revolving around their family member's life. So they're constantly juggling. The relationships with employers tend to be more transactional than relational.

 

David Turetsky: 5:17

Right.

 

Scott Greenberg: 5:18

Those jobs typically must be done on site, they're not done remotely, often on their feet, it's more repetitive and less creative, a lot of the time. And they're not necessarily on a path where there's growth. For a lot of people it's just this is what you're doing, and maybe becoming a shift lead or assistant manager, but there really isn't anything long term that's there. And so that's also a source of frustration. So those are just a few of the many ways in which they differ, but because their circumstances are different, because the relationships with management are different, they have to be trained and managed and motivated differently than those on salary. So, you know, that's the focus of a lot of the work that I do is how to get through this group, and bring out their best? And it's possible, I did it myself in my own businesses, and I interview] those who are getting it right now. And that's, that's the focus of what I do.

 

David Turetsky: 6:06

And when we talk about the scale, when I worked for a prior employer, we had a lot of data on this, we're talking like three quarters, 67% to like three quarters of the workforce that is hourly, that's paid on an hourly basis. So it's not small at all. I mean, we're talking about a really large segment of our population.

 

Scott Greenberg: 6:27

Yeah, it's funny, I hear different statistics, but all of them are above 50%. So most people who are working in America are working hourly. Now, that might also include skilled hourly workers, like, you know, nurses and lab technicians, right, which is a little bit different than I think of who most of us are thinking. But most people it is, it's retail work, it's restaurant work, it's factory work, to hospitality. And these are really, really hard jobs. And, and they need great management, they need great leadership, most people in these sectors are not getting it.

 

David Turetsky: 7:00

So if you think about this work, also take us through the kind of the recruiting process, because when we when we think about these people, we think about unskilled workers, they can just literally walk up to a job or walk up to a company and go, Hey, I want to work for you, and then fill out a, fill out a form and kind of start almost right away. As you said, it's very transactional, isn't it? It's kind of like, if I lose a job today, I can try and probably find one, although it's getting more difficult, tomorrow. So there's transactional work both on the nature of the job that they're doing, as well as the acquisition of the job they're doing.

 

Scott Greenberg: 7:35

Yeah, there certainly are those kinds of differences. And the perception, you know, as you just said, is might be all they can just leave one job and go to another because they don't necessarily have to come in with a lot of skills. Depending on the economy, that may or may not be the case, in the latter end of the pandemic, if you had, you know, if you had a heartbeat, there's lots of places where you could have worked.

 

David Turetsky: 7:54

Sure.

 

Scott Greenberg: 7:54

Not quite the same thing today. So it's dependent a little bit on, you know, on the economy, but it does mean you're sort of starting over, right, or it's a lateral move. And so that is much tougher.

 

David Turetsky: 8:06

We've also seen major shifts in the type of work. So we've seen increases in pay, and actually a lack of supply in unskilled labor, because skilled labor are actually taking the opportunity to go to unskilled roles, because the pay is getting close if not equal to where they are. So one of the examples I typically give is nurses going into unskilled labor, because they don't have to deal with the stress of people dying or cleaning up bedpans or things like that. Have you seen any of that kind of dynamic? While you've been looking at this?

 

Scott Greenberg: 8:42

Yeah, you know, depending on when you're looking, it's constantly shifting situation. So yeah, you're right. That's first of all, there was after the, at the tail end of the pandemic, there's this huge demand for for hourly workers and for employees. At the same time, though, you're right. A lot of people who are maybe have more education, more skills are less like, they're feeling the stress. And so they want to come to, you know, to this work environment. So there's that. But there's also more opportunities for hourly workers. You know, when I was young, there wasn't DoorDash, there wasn't this gig economy, there wasn't Uber. So especially the tail end of the pandemic, you know, people said, where are the workers going? Well, it's, there's a lot more people on the dock fishing in the same lake.

 

David Turetsky: 9:26

Right.

 

Scott Greenberg: 9:27

Right? And so when, you know, with that much more competition, that debate they used was we'll offer signing bonuses and higher salaries. But people do have more options today. So there's constantly shifting dynamics, but I will say that we look at minimum wage. Minimum wage, the buying power of it has not kept up with inflation. So even though employers, especially these days are paying more in terms of dollar amounts, in terms of spending amount workers are getting the least that they've ever had at the minimum wage level.

 

Dwight Brown: 9:57

Continues to just not keeping pace at the same rate, and we're seeing prices go up at a much higher rate than what wages are with things.

 

Scott Greenberg: 10:10

Well, it's difficult. Like I, you know, I. Yes, I share that statistic that the buying power of minimum wage is less than it's ever been. But I also look at so many of these employers of small businesses and restaurants who don't really have high margins.

 

Dwight Brown: 10:23

Right.

 

Scott Greenberg: 10:23

Right? They can only afford to pay so much. I mean, I had two retail stores, I was an owner of two edible arrangements, franchises with employees, and I wanted to treat them well! And I actually kind of supported having minimum wage that would go up, you know, incrementally. But here in Los Angeles, so it's about to go up dramatically and I asked our corporate office because they control our pricing, are we going to raise prices? And they said, No. And so for me, it was just a matter of math, that I didn't know how the business model could sustain itself to have meaningful profit, which is why I ended up getting out of the business. So it's, it's a difficult thing, that balance of being able to pay people what they're worth to pay them fairly, but at the same time, being able to have a business that can sustain itself with the margins that it has.

 

Dwight Brown: 11:02

Right.

 

David Turetsky: 11:03

And people have made that decision to gig. To try and supplement their income, whether it's Ubering whether it's DoorDash, whatever it is, and either I don't know necessarily want to call it successfully. But they've tried to supplement their income to be able to overcome some of the short term issues, because I think you mentioned it before many of them, they're living paycheck to paycheck, or they're living based on the number of hours they're getting at work. So the predictability and income means that they've got to do what they can to keep, you know, the mortgage or the rent or whatever it is, and food on the table.

 

Scott Greenberg: 11:39

You're right. And a lot of people can't predict what their income is going to be, or even what their hours are going to be, which is why it's tempting to want to go to a you know, a gig type job where you can decide what your hours are going to be. So it's it's tough right now. And again, when the pandemic started, everyone fired their employees! And employee saw, Wow, there really isn't that much loyalty here. Again, not that employers had a choice.

 

David Turetsky: 12:01

Right,

 

Scott Greenberg: 12:01

But people are having to look out for themselves.

 

Unknown: 12:05

Like what you hear so far? Make sure you never miss a show by clicking subscribe. This podcast is made possible by Salary.com. Now back to the show.

 

David Turetsky: 12:16

So let's go to question two, because I think one of the things that we raise in question two, might help us with an understanding about a company. Where are managers and organizations actually getting it wrong when it comes to hourly workers and teams? And what are the problems that have plagued these environments?

 

Scott Greenberg: 12:35

Well, there's a few things there. First of all, I think most work environments are not making the distinction between hourly workers and salary workers. And these same work environments who absolutely make the distinction between the customers they want and the customers they don't want, right? They do a lot of market research when it comes to consumers. And then they tailor their approaches or products and services and marketing accordingly. But they don't do the same thing for employees, even though they're marketing to them to recruit them and even though they want to influence their behavior, they're not appreciating the differences. And so that's one thing. But the second thing is that most people in management positions aren't getting the training they need to manage them. I mean, forget the distinction between hourly and salary workers, the average person who is promoted to any kind of boss, you know, Assistant Manager, manager or leadership position, the average person in that position goes 10 years, before they get any formal leadership training. They might be trained in the systems, right?

 

David Turetsky: 13:30

Right. How to run payroll, right, that kind of thing, how to schedule. But as far as how to influence people, how to, you know, resolve conflict, how to build culture, most people, you know, go years and years before ever really getting anything on that. And again, it's because it's even harder for hourly workers, they're just not equipped. And so many people in this environment, they become supervisors, bosses, shift leads, because they were a worker themselves, they showed competence and they showed responsibility. So they get promoted, because they can be trusted. But leadership and management is a completely different skill set! So you're just taking your best worker among your hourly workers, you're saying, "you're in charge" without teaching them how to be in charge. So the only way they know how to be in charge is how they were led by their bosses. And so there's this, they sort of pass on this mediocrity or incompetence of leadership, from generation to generation. But it's I mean, that embodies what the Peter Principle is, which is you rise to your level of dysfunction. And without that level of training, yeah, of course, you're going to do it because as you said, you kind of fall back on what you learned. It's kind of like, you know, when I grew up, my dad used to whip out his belt every time he wanted to encourage different behaviors. I can't do that. But you know, what, what did they do otherwise?

 

Dwight Brown: 14:50

And the Peter Principle has actually shifted to a good extent because the workers that are coming in, like we talked about, the workers that are coming in, have a whole different set of motivations and what it takes to manage them. And so not only did the leaders not get the training for it, but the workforce is shifting and how you lead that workforce is shifting. And it's going to take us a while to really catch up from a leadership training perspective on how do you, how I did an email at 10 o'clock last night! do you manage that?

 

Scott Greenberg: 15:19

But it's such a good point, Dwight. And here's the thing, I think the leadership tactics remain the Yeah, it's like this badge of courage, right? And so they look same. But it's understanding the drivers and the motivations of the people that you're leading. Like, if I want to motivate you, all I have to do is really figure out what are your values, not my values, not what I think you should value, but what is it that you actually value? What's important to you, and then find a way to tap into that. That's like a universal principle, right? But the values themselves are different. They're different from generation to generation, especially now, the differences seem to be more dramatic, but also from person to person. Right? But most managers are too busy being busy to consider that. So everyone thinks, well, what motivates these people more than anything is just money. So I'm just going to throw more money at them. But when you actually look at the data, that's not what the main, especially if you look at your generation Z who is increasingly becoming part of the workplace, what they really value, first of all, is life balance. Right? Us older people take pride in how much abuse we're willing to take. at us with our hair falling out and our heart attacks, and our complaining about work. And they're like, No, thanks, peace out. I don't want that. They so my parents always said, Hey, Scott, all we care about is you being happy. I know they didn't mean it. But they said it. Right? Well, I passed that on to my kids and my kids believe it! Like they're actually pursuing happiness, as opposed to wealth. So is that such a bad thing? They want life balance and so you know, there's that there. But here's something that's interesting about Generation Z is they're very entrepreneurial. The idea of working for themselves and having their own business is a big thing. So what I tell a lot of business leaders who are hiring them, is knowing if that's true, treat the job like it's a paid internship. You're showing them how to do the work, but connect that to broader principles about leadership, about running businesses, so they don't just feel like they're being trained, or that they're learning, learning things that can apply to other businesses like you would in an internship. That's going to change the relationship with the work. So again, it means me understanding what is it that you care about and then trying to wrap the experience around that value system.

 

David Turetsky: 17:33

Scott, you're talking about like a rotational program. Like where you bring them in, you show them different pieces of the business, you train them on, you know, different ways of looking at the business from different angles? That motivates them, right?

 

Scott Greenberg: 17:45

Yeah, well, what's the alternative, David? It's like, okay, so here's how to work the machine. 12345 go to work, you do it. Right?

 

David Turetsky: 17:53

Yeah, that's true. But don't you think that

 

Dwight Brown: 17:53

Right.

 

Scott Greenberg: 17:53

Right, without any purpose, without any meaning, without giving them any reason to care. You're just saying, Well, I pay you therefore I own you one hour at a time, so here's what I expect you to do. Without any recognition of your humanity, of your fears, of your desires or your anything. And I'm not talking about coddling them, or that actually happened to even older generations during the enabling them, I'm talking about influencing them. And ultimately, we are, unlike that machine, we are emotional and psychological in nature. So when I talk about, like, a bit of my new book is, yeah, we have to meet their hard needs, which is mostly money, but they also have soft needs, emotional and psychological needs, just like our customers do. Right? We market to that, we tap into that. That's precisely the same thing that we need to do to engage and motivate our employees identify and meet their soft needs. We do that, we become employers of choice, because the other folks down the street are probably not doing it. pandemic? Didn't we become different? I mean, not just valuing our leisure time, but also just basically stepping back and going, Gosh, do I really want to be doing this for the next 10 15 years? Yeah, I think a lot of people did, which is why we saw a big exit from the workforce from a number of people, right? Like, we had a chance to reflect, you know, and younger people are still in the workforce, they had a chance to search their souls, and they had a chance to search the internet. Find other opportunities that align with feeding their souls, which is why the whole thing has shifted. Which is why employers need to be that much more deliberate about being employers of choice, because employees have choice, more choice than ever.

 

David Turetsky: 19:27

Hey, are you listening to this and thinking to yourself, Man, I wish I could talk to David about this? Well, you're in luck. We have a special offer for listeners of the HR Data Labs podcast, a free half hour call with me about any of the topics we cover on the podcast or whatever is on your mind. Go to Salary.com/HRDLconsulting to schedule your FREE 30 minute call today. So let's hit the third question because I think this is where the rubber will meet the road for many of us who listen to the podcast and who comment, which is, so what can we do? What can managers do to help manage this segment of the population, segment of the workforce better? You know, are there practical examples? Like, you know, you mentioned, being able to give them, to give certain generations the opportunity to kind of rotate or to see this as an internship? What other kinds of examples would you bring to kind of help this?

 

Scott Greenberg: 20:25

Alright, so, I'm very big on this notion of

 

David Turetsky: 20:26

T-shirts. identifying and tapping into their soft needs. Right? And we

 

Scott Greenberg: 20:31

Right! Right. They just give them stuff. And could have a whole discussion just on that, but I think you get the idea. But one universal soft need, is wanting to feel part of something. And that's where culture comes into play. And in my experience, most business owners, most managers, so they're thinking they're just gonna buy their way to loyalty, most leaders don't know what culture is. They think in a good culture, employers are nice to employees. So they buy them pizza or gift cards, or that other buy their way to teamwork. That is not what culture is. That's kindness. And kindness is great, we appreciate kindness. But there's never been anybody who hates their job, hates their employer, doesn't connect with their team, they get a slice of pizza and be like, Oh, this is great! I'm gonna stay! Like no one's ever stayed because of Employee Appreciation Day, or because of that stuff that we give them. That's not what culture is. Culture is the social norms, this social dynamic that exists between two or more people. Right? For better or for worse, that's what a culture is. And so countries have culture and religions have culture, prisons have culture, families have culture. And teams have culture, some good, some bad, some healthy, some toxic. The best workplaces have culture by design. Most workplaces is culture by default, it becomes what it becomes. And too often what it becomes is unhealthy. So what I encourage organizations to do is to decide what kind of culture do you want? What does it look like? What does it feel like? And what are the social norms, right? To really figure out what those things are. And so the way we do that is first we identify a common goal for everyone. Typically, this is called the mission. But most mission statements are ridiculous. It's a total disconnect from what the work is, you know, our mission is to change the world. And what's the work?

 

David Turetsky: 22:26

It's ephemeral.

 

Scott Greenberg: 22:27

Right. The work that the employee is doing is they're serving frozen custard. So when you say, hey, when you come to work you're to change the world, and they're like, it's ridiculous. So they're rolling their eyes.

 

Dwight Brown: 22:37

They're like, how am I doing it? Right? Giving custard?

 

Scott Greenberg: 22:40

Yes. Look, if you're working for the Bill and Melinda Gates Foundation. Okay, that's a different story.

 

David Turetsky: 22:45

Yeah, you are saving the world.

 

Scott Greenberg: 22:46

Right? But if you're working for the Acme frozen yogurt company, you know, at the store level, that there's a disconnect. So what I say is bring culture down to the floor. So instead, here's the thing of a mission, whether it's a mission statement or not. And by the way, most mission statements are customer facing, it's marketing jargon, we should treat a mission like the customer is never going to see it because it really should exist for people inside the organization. So to use language words, there's an aspirational element, but it's down to earth. So for that frozen yogurt place and say, We exist to create moments of joy for people.

 

David Turetsky: 23:18

Exactly.

 

Scott Greenberg: 23:18

So then you then you can hold the employee accountable. Hey, that last transaction with that guest, what did you do to make it more joyful for them?

 

David Turetsky: 23:25

Right.

 

Scott Greenberg: 23:25

It's more down to earth. So we should do that with our mission, but also our values. Values are all the stuff that we sort of care about that's important. But again, people say, you know, teamwork and integrity. It's like, do your employees even know what integrity actually means? Like, and what it looks like on the floor? So what I tell people is, through every value, come up with a list of do's and don'ts, actual behaviors that they can wrap their brain around. Like, so if your value's integrity, you might say we always tell the truth, or, you know, we only speak highly of each other, we follow through on our commitments. Well, this is tangible. And we can hold each other accountable and praise people when they do these things. If they do those things, well, then they're showing integrity. So again, it's about bringing it down to the floor, then having lots of rituals, we're constantly talking about it. Because if you and I have the same goal, and the same ways of being together, that creates bond. That's what makes us the in group compared to the out group, and that's what creates loyalty, that kind of thing. So that's a huge, huge thing. And I know I've kind of been rambling on about it, but

 

David Turetsky: 24:26

Oh, no, no, that's cool. We're eating it up. Scott, we love this stuff.

 

Scott Greenberg: 24:30

I just I just hate people pay lip service to culture. It's so big, and it's so important. And when I wrote this last book, I interviewed all these people who are killing it with hourly workers, they are getting it right. And all of them in some way, approach culture at this level.

 

Dwight Brown: 24:44

Right. Right.

 

David Turetsky: 24:44

And you can really get behind that. But I mean, it gives people a reason to be there. I unfortunately, what happens is when you hire, when you get mean, if you work for a nonprofit, part of that part of

 

Scott Greenberg: 24:46

Yeah. Well, look, if you have truly defined hired into that kind of an organization, but you don't know the things you're talking about mission and vision, and values and culture had always been about, you know, for like the about how to raise funds, you just really want to save kids Leukemia and Lymphoma Society, you know, curing blood borne illnesses so that kids didn't die young. Right? lives. There's a disconnect between achieving the goal and actually wanting to achieve the goal. And so what, I did some your culture, you know who you are, and you know who you work with LLS, and basically what they had to do is, yeah, their culture and their vision and their values are important. But then they actually had to go out and hire people from the world where they actually sold real business, and they had to get people who their value is making money. And so it's, I think, I guess my comment is, is that not everybody's going to fit into this, and that's okay. But as long as you're connecting with people, and you're making sure that they understand this is at least what you try, you're trying to achieve, then it's okay. Right? I mean, not everybody needs to live this is I guess what I'm asking. aren't, some people are not going to fit in that culture.

 

David Turetsky: 26:07

Right.

 

Scott Greenberg: 26:08

Some people are the wrong employees, some people the wrong customers, right? Not that your customers can get the exact same value, you need kind of define, you know, can you meet their needs? And can they have their needs met without requesting that you sacrifice your own values? And so but not everyone is going to fit and that's, that's okay. I mean, what makes my wife cool, is that she's different from other people. Right? Like, she's kind of who I want to be with. What makes the Sex Pistols cool, we were talking about them. They're not a country western band, and that's okay. They know their lane. They stay in that lane.

 

David Turetsky: 26:42

Right.

 

Scott Greenberg: 26:42

Right? As, you know, do country western. It's like you have to figure out what's the best lane for you, and who are the best people for you. But then really own that and make sure everybody stays in that lane, remains part of that culture. You mentioned the Lymphoma Leukemia Society.

 

David Turetsky: 26:56

Yeah.

 

Scott Greenberg: 26:57

So I'm a, I'm a two time cancer survivor myself. Two totally different cancers separated by decades. The first one was a lymphoma. So I did a team in training program where I ran a marathon to raise money for Leukemia Lymphoma Society. Well, one of the things that they were really good about doing with us is reminding us why we are doing it, like giving out a photo of like some little kid battling cancer. So during my practice runs, if I was writing for myself or ego, I get tired, but then I would think of that kid or look at the picture, have that higher purpose, that higher mission. And that's what made me want to run a little bit longer, a little bit farther. And so I think with any organization trying to motivate their employees, if you can find some way to connect what they're actually doing on an hourly basis, to this bigger thing that they actually care about, they're going to be a bit more

 

David Turetsky: 27:42

Wow. I love talking about this stuff, engaged. because well, as a new CHRO, what I'm trying to do is come up with ideas of how to make the culture an engaging culture and how to make the company one where everybody has their hands in and they believe, and this is a company that has been around for a while. And it's reinvented itself a few times. And it kind of doesn't need that a little bit. Because we have very strong leadership that have defined our culture and it's a very strong culture. But does it achieve what you are talking about, which is actually be able to reach out and kind of talk to each of the people that belong there? And the answer is, I'm not sure but but I will get back to you on that. How about that?

 

Scott Greenberg: 28:26

Sounds good.

 

David Turetsky: 28:35

So Scott, thank you so much. This has been a really engaging, phenomenal discussion. I think you've kind of opened both Dwight and my eyes to the differences in kind of the salaried or hourly workforce. And I think this is probably one of the ones, one of the, one of the podcasts episodes, Dwight, I will basically say, I am so enlightened by this conversation. I've never felt like this. So excellent.

 

Dwight Brown: 29:03

I agree.

 

David Turetsky: 29:03

Excellent conversation, Scott.

 

Scott Greenberg: 29:05

Thank you. And if you if you really want to lock that in and maintain that feeling, buy my book.

 

David Turetsky: 29:13

Right, I'm going to buy your book, yes!

 

Scott Greenberg: 29:15

It's called Stop the Shift Show, turn your struggling hourly workers into a top performing team, wherever books are sold. I'm only saying that for you. Because I want you to maintain that feeling. For me, it doesn't matter, I just want to be of service to you.

 

David Turetsky: 29:27

I'm going to read your book. And I am going to hopefully enjoy it as much as I enjoyed this podcast. Thank you very much for being here.

 

Scott Greenberg: 29:34

It's a lot of fun. Thanks.

 

Dwight Brown: 29:35

Yeah. Well, we appreciate you being here.

 

David Turetsky: 29:37

And Dwight, thank you.

 

Dwight Brown: 29:38

Yeah. Thank you!

 

David Turetsky: 29:40

And thank you, everybody for listening, take care and stay safe.

 

Announcer: 29:43

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