HR BESTIES - Feedback Culture or Nah?

Episode Date: May 1, 2024

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So I, like most HR professionals, have a candy dish in my office that I keep stocked, right? And this is something I think I've always done. Even when I was like in my lower entry level jobs in a cube, I had a candy dish and people love it, right? And it's always how I've engaged with people and people like, it kind of forces people to come in my office and learn. Learn them in like a drug dealer. I've got a sweet. Totally is bait.

It's gossip bait. But it's, I love it. You interact with people that sometimes you wouldn't necessarily interact with. So at one company in my office, I had a giant dish not on my desk. It was in a separate little table that I had. And our IT guy used to always love to come in there. Him and I were some of the first people in the building.

And he used to always come in there in the mornings. And this is where once again, the executive floor was roped off with the red velvet and he had it, you know. but he did because he was IT. So he would come in there in the mornings and he would be very nice and he would just grab a couple pieces and, you know, not, not a big deal and normal interaction, very nice man. But he, he told me one time, he said, you know, I eat so much of your candy. I really need to pay you back. And I was like, no, no, sir.

I promise I buy this. This is for everyone. You do not need to pay me back. And one day he comes with a gallon Ziploc bag full of candy. But hold on. It was all loose candy. Oh, like individual skittles loose candy. Oh, yeah. Like individual skittles?

Oh, yeah. Like Reese's Pieces, M&M's. Mixed? Mixed. Like a candy salad. Mixed. Like a sociopath. Yes.

Yeah, that's true. Yeah. Chocolate plus the booties? Meaning he would have had to open said packages and pour them into gallons of candy. After sticking them in his ass. Sorry, that's what my mind went. Why are they open? Why are they in that bag?

I mean, I was thinking he just took out and had some. He was so proud to give that. He ran up to his butt cheeks. He put up to the butt wash. What the fuck? He was so proud to give me the loose bag of candy. And so he like... You did not.

No, hold on. Stop. Like he stood there. Oh no. That's like a baby shower. That's how I know they were in his ass. He stood there and I had... Waiting for you to eat it. So he can get off on it later because they went in his butt. I'm not even telling.

I'm not even. So here I am. It's literally seven in the fucking floor. You put him through the butt wash. Or the ball wash, front or back. I have a full of greasy feces. It's like a Bucky's wash. Is this a...

No, that's not true. Do not be stuck there. I will stop you right there, man. You do not talk about Bucky's that way. No. Thank you. Hey, that's do not talk about Bucky's that way. No. Hey, that's an Aggie grad Bucky's. That's a Texas thing. Those are long is what I'm saying. It's front and back. What? What good candy in there, bud?

That guy right there. He was a little different. Let's just say no one really talked to him much. Except me, I think. Anyway. That's why you got special. So so he's standing there like hovering over me, waiting me to take a bite of said candy at seven and just put it in the dish and nod at him. And thank you so much. I was not mentioned the loose candy with my wrapped candy.

Well, right. But I would just have some like a paper. I'll put it on a paper plate. To be honest with you, I would put on a paper plate and just have it. It's going to touch that though for nobody. And then I would throw it some paper. I would put it on a paper plate. To be honest with you, I would put it on a paper plate and just have it. Who the fuck's going to touch that though for real? Nobody. And then I would throw it away at a certain point. So he sit there and he was like, there's racist pieces and there's M&Ms and there's skittles and like rap Starbursts too. Like very fucking random. So he raps. That's who gets the prophylactic.

You know that scene in Bridesmaids where she's like shaking as she's the George eating. Yes. Yes. Well, like that's me. Like I'm like, you ate that. I had. Yes.

I had one Reese's Pieces and the brown one. Yeah. Yeah. The bad candy went in the trash shortly after he left. But even funnier is then he, quote unquote, in the South, we call it, got the sugars, which is diabetes. And so he couldn't visit my candy dish anymore. Oh, bless.

But he decided to bring- More asking? Fruit. Fruit. Oh, okay. The fruit was wet. It was wet fruit in a ziplock bag oh fruit in a bag something about it yeah like a fruit salad I just got the banana would be nasty it was no it's cantaloupe and yeah and honeydew it was basically a fruit salad but like honeydew that's what we talked about the low-hanging fruit the honeydew is the shittiest fruit you could possibly put out there.

And what if it's sweet? What do you like that broadcast of orange and black Halloween candy to that nasty shit? No, no, no, no. She likes ass candy from a gallon bag. That's what she's eating. But honestly, you're not enjoy the ass candy. You must you must fucking love work because everyone skips over that ratty green slash browning.

Well, I mean, I don't eat it in a fruit cup because it is gross in a fruit cup. But like I like buying it and eating it. But it's always on sale. I do. I love some honeydew. But what kind? The fruit. Yeah. So there was it was it was like a fruit salad, but there was like grapes and strawberries. The sweetest of the fruits.

I don't think there was watermelon, but it was very watery. Like it was too watery. That's cause it's been in his backpack. Yeah. You know, so it's beat up and the juices are spewing. Needless to say, I didn't, I went and I said, Oh, I'm going to put this in the fridge for later. I literally cringe physically. Oh, I said, oh, I'm going to put this in the fridge for later. I literally crunched physically.

Oh, I would have said, thank you. And just put on my, then open the bag and help yourself. This is a lesson. You can eat your candy. Don't take loose candy from strangers. Is crypto perfect? Nope. But neither was email when it was invented in 1972.

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and I'm going to share a little something cringey with you all. And we're going to transition into our hot topic, our meeting topic of the day, and that's all things performance management, right? So I don't think we've talked about that yet, but that's certainly on the top of a lot of people's minds always because pay. And then of course, we'll move into some Qs and Cs, some questions and comments. So if I may, I would love to share some cringe corporate speak. And that speak is to share some cringe corporate speak. And that speak is more to come. And why that is so cringy is because it never comes. The more never comes, right? So it's like, that's just

like a transitional thing. Like we always say, more to come on that. Yes. Okay. When never, never, never more to come. It's kind of what it's like your filler word when like you didn't do your homework or you didn't finish that part or whatever you don't know. Well, more to come. Or like in my case, when I've used it, it's been like, I got this little piece of information from like the exec committee and now I'm disseminating that upon my team and I'm like, but more to come because I don't fucking know. Exactly.

Well, they don't even know. Nobody knows. Exactly. And it's going don't. Nobody knows. Exactly. Nobody knows. Nobody knows. So there's going to be a lot of discussions on that and probably very little action. Yes. But it feels great to be able to deliver some piece of information and at least suggest put that whiff down.

Exactly. There's more to come. I like that. Yeah, because I mean, it does kind of sound shitty to be like, I don't know shit. Okay? I don't know nothing. I don't think it does. I think if you have someone into... Well, I mean, I say that. Yeah, like me to my team, I do. I'll be like, sorry, I don't fucking know. I'll give you more information if I get it.

The corporate non-cringe speak, I think, is the phrase, I don't know. And to be able to say in the workplace is the phrase, I don't know. And to be able to say in the workplace, I don't know. And I think telling people, this is what we're thinking, but we want to get people's input and do something, which also doesn't happen enough. But underutilized. You know what I don't like? And this will be a topic that we are going to cover in full,

but it's on LinkedIn. When people, they say where they're leaving, and they're like, Oh, yeah, more to come on my next journey. And you're like, it's not a two part series. This is not a two part series. It's not an after school special. Like no one cares that much.

Yeah. And they like list out, I worked at a place once and the people that worked at this place, it's a very large company will know the goodbye messages. And that instance would be like, Oh my God, it would be like the ending credits at the movie, like 80s and 90s style. Totally. And if you didn't include somebody, then wait like on their LinkedIn. No, no, no. Like an email, the goodbye email.

And then it's the multitude of questions. Who do you include in it? Who do you call up by name? Because if you don't, they will call out. And then who do you send that as a distribution list to? I mean, it's all of those corporate thoughts that people call it six anyway. But more to come on that. Yeah, but more to come on that one.

Yeah, we'll probably want that one. No, but we will. We will actually be circling back. Jesus, we are using so much. I know a lot of cringe, a lot of cringe. Don't make me vomit like a greasy speezy. Certainly not. Exactly. How do you feel after eating that? Don't make me vomit like a one breezy species. Certainly not. Oh, exactly.

How do you feel after eating that? The Jordan almonds didn't work out so well for the bridesmaids career, speaking of. So how did that work out for you? Did you feel all right after eating that breezy species? I was fine. No, I was fine. I'm still on that. But it's funny, actually, it is funny because when you were talking about the candy up the

butt, I was already thinking about bridesmaids because I was laughing thinking about when she was in first class and talking to the air marshal and where he would put his weapon and those things. So when you said bridesmaids, I thought and then the Jordan. Cause I think of her like, you know, sweating and sweating. More to come on that. Can't believe you ate that man. I wouldn't even do that in that space.

I know you wouldn't, but I wouldn't. I'd be like fucking candy. Jamie's nice bear. I'm too nice. I'm like, sure I'll eat your ass candy. Way too nice. Even a yes face would have me. Thank you.

Allergic. Oh man. I'm allergic, yes, to Ask Andy. We better get to the hot topic of our meeting today. So all things performance management. Pretty broad, right? Like, what does that mean to you all? Just the topic, what are people talking about to you about performance management?

Well, I think it's not not we've talked about performance reviews. And so the problem is that people will be like, Oh, we have reviews. Let me go back and listen to that. It's not the same. Performance management is not annual. Jamie, I see you. Yeah. Yeah. And what is performance management? Well, and so so it start there, right? Yeah.

So sure. Yeah, sure. Sure. I'll leave that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that.

I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that.

I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that. I'll eat that a lot of times too, I think, we tie it though to reviews because we call them. Correct.

That's right. That's what you think. So of course that's where our head goes, but performance management should be something that is constantly occurring, right? So it's a part of the feedback culture. It's a part of hopefully reoccurring one-on-ones that you're not only having with your direct supervisor, but if you have a team, your team,-on-ones that you're not only having with your direct supervisor, but if you have a team, your team,

and maybe other people that you're working closely with. Like I know I've mentioned before, HR deals a lot heavily with operations. So dealing with people in operations and just constantly having the feedback culture. Well, when you say feedback culture though, the thing about that that I say is people will say culture, and that suggests that it's happening all across an organization.

That's not true. But what you need by that to create that is people have to be told what that is and how that is. I mean everybody. From your leaders have to decide it's going to happen, and then they have to model it and put resources behind it, which is meaning talking. This can include professionals that are experienced in their careers, but from employees and managers to talk

about that. And the importance is, and it's where those principles of telling people how they're doing, not just being nice to them or not just like, okay, reviews are coming up, suddenly jam everything in and drop surprises, but it's just having that regular cadence. So I think it's talking to managers about why, talking about one-on-one, not leading things up to individual managers decision about like, when are you gonna have one-on-ones with your team? People don't need more things to have to decide at work.

And so giving recommendations on schedule, and that might need adjustment. There's definitely gonna be functions that that's different, but it's thinking about how do you have regular one-on-one conversations so people will know, employees will know and expect that they're gonna have those. How to build feedback into that so it's not just a status update, but giving that feedback. What do you do? Do you sit and edit a document? Do you share? How do you actually do that? And then to employees,

training them on how to receive that feedback. That can sound completely like condescending. It shouldn't be because people can go their whole careers without someone saying, do you know how to take it? Because a lot of people get feedback and they, I've been in the situation where you get feedback and you feel like you want to cry because you're, you feel like feedback. I've been, I've absolutely been in jobs where when I get feedback, I feel like I'm going to get fired because you know, I've never hear it. And so when it comes out of nowhere, you're like, fuck. And so having that regular, that feedback culture actually requires action.

Lee? Yeah, I mean, I've only ever worked for one feedback culture that was legitimate in their DNA. All processes, pay was all around that, right? Performance, it was a true meritocracy. Everywhere else I've worked, it's just kind of the lip service to that. They hope to be a culture where giving

and receiving feedback is a safe thing to do, right? They were all, those other organizations are always, you know, looking at their performance management, the cadence of it, the rhythm of it, what do we do with it? But it was always static, right? Just one moment, right? So we, most people say it's performance management time.

Meaning like literally it's March. Yeah, I mean, it's one time a year, right? It's not alive at all within the culture. And also tying that back to merit. Because they're not the same. And that's what we're saying is they don't have to be. No. Two things, my feedback should be,

I think the best company cultures are those that are, they function in transparency across the board. And so performance is tied to merit, sure, but then there's the whole point of performance management and the feedback culture and having those. It shocks me that there's so many like of my friends or just people that I know that don't have that regular occurring touch point with their, their direct supervisor. I'll request it. I'll set up a fucking recurrent. So how do you, okay. So how do you, so that's upward and that's upward management. So how do you, how do you do that in a way that doesn't like piss the manager off

or? Well, I'll like outright request it from them. Like, hey, do you mind if... I'm just going to put recurring. Yeah, I could put a recurring one-on-one on your calendar. You know, ideally for me, it would be great if we could do it bi-weekly. I understand that, you know, your schedule sometimes isn't allowed to that. But if we could, you know, even if we need to move it around, I personally would prefer weekly, especially in cultures.

I've been in like startup cultures. So much is changing so quickly that you need a weekly touch point, not only with like my own staff, but like my, my supervisor. But you know, like, for instance, the place that I'm now, I don't necessarily need a weekly touch point, but just to have something that we can kind of touch base. Information can be, you know, come down to me, I can provide information. Like it's just so important. And it's sad how many places that's not like a normal regular.

Yeah. Well, I think performance management, you know, is it's performance management time and it's so tied to merit and compensation because a lot of employers and organizations struggle to share the with them the what's in it for me at the other times of the year. What's in it for the employee then from a career perspective, an employee experience perspective, an engagement morale perspective, like what's in it for them then everywhere else other times of the year outside of the merit time, you know, tied with their review. Right. They're not transparently, you know, building that, you know, but they it's bizarre, right?

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But so as a manager, if you're a manager or you're in HR thinking about whether you can talk to managers, but just have this to think about with your employees, think about your team and think about what are things that they need to know? Have I told them that? And how can I say that in a way that I'd want to get that message or somebody I care about would want to get that message? And have a really simple framework in that. If you put it into those terms,

it can be a lot less intimidating than like, okay, well, how do I do this? But so just talk to your teams. More robustly, the two other things you can do are on our newsletter. So we have a newsletter. Every week in our newsletter, we have discussion guide questions.

We started adding them. We get feedback and we take feedback. And also this was one of people saying like, oh, we love to listen as a team. And so we add in discussion questions. So if you get our newsletter, you can go to hrbesties.com, sign up for the newsletter right there. But we have it. And so we included discussion guides, whether you're in HR or not, you can use it, your team. And it's to talk about candid conversation and how to have that. So you can get some more robust ideas there. Then on our social media, which is at HR Besties Pod, especially Instagram and TikTok.

But on Instagram, we're starting to now is ask questions and our stories. And so we're not just here. Like we say, it's important at work, not just to like bitch and move on with life, but like, okay, how can you be productive and bring change? And so we will be, you can help give examples if you've had a good feedback culture.

So this week, as this episode comes out, we'll ask a question. So if you've had good feedback culture, go and add that. And we'll be putting those on our story to show examples of some of that, because that's what we wanna have come alive here. Like one of those tips you share, I think it was the first one as a leader.

One thing I've done for a long time in my one-on-ones with direct reports was always just a quick continues consider. Right, here's some things, definitely continue fantastic. Here's a couple of things to just consider. Like just try it on or don't, you know what I mean? And that's just a real, I feel like a safer way to offer some guidance and feedback, right?

Because there's no performance issue in those conversations, but you know, people have their unique styles and ways they love to do things. But hey, you know, here's something that maybe worked for me. You might maybe consider it. Yeah. You know what I mean? Yeah. One software that we've all used is Workly, and it has a great tool to kind of help guide one-on-ones,

maybe things they're working on, things that they need to work on. There are things and tools out there for you to kind of help you guide through your one-on-ones or just feedback in general. It's important. But Ashley, disclaimer, they have sponsored the podcast, previously newsletter But so but it's a tool that I found really helpful That's how we got to learn about it We wouldn't be talking about if we didn't actually like it But I think to least thing about safe and there's some people here the word safe and they're like, oh, I'm not squishy

That sounds but like not freaking people out with feedback and if you're a manager and you have people and you're like they cry when I Get feedback. Well, why is that? That can be because people go through and they are used to getting that feedback. And so things you can say that I think organizations need to really tell people is when you get feedback, that doesn't mean that it's necessarily a big thing, but this is to really help people. And so it can feel really uncomfortable

and it's important for managers to know that. So I'm people managers, HR, having that Kleenex, but telling people, when I tell you this feedback, it's to help you improve. And there's things I can improve on and I want to hear it. And so saying that and living that, but I think affirmatively saying that, to think about people's safety, that's so important to make sure that performance isn't just lip service. Yeah. Yeah. I mean, I hate even harping on stuff in the past, right? I mean, I personally don't like to dissect all of that and go through it, because the person sitting there, hopeless and helpless, like, what the hell?

It already happened, right? So it's like, oh, we remember that? OK, let's start game planning about the future. Let's start talking about how we can take your KSAs, knowledge, skills, and abilities, and have a different outcome in the future. I'm very future-focused in that because I just don't see the value personally

and harping on a lot of things and trying to dissect them. Not for me, it doesn't work for me. If you're interested. I think it's using it in real terms. I had a colleague once who did a really nice thing for me talking about how she would turn things into real. People wanna see it, so we weren't legal, and so we would get people that would be like, oh, I need this immediately.

Or they'd send something and then they follow up quickly. And in your mind, you're talking and you're like, the fuck, they just sent it to me. And you're getting stressed. And she's like, but they don't know what we have going on. She's like, so you got to sometimes you have to educate them. And so she taught me and she's like, oh, I have it. It's in my stack. She's like, I like it because of that visual.

But I have it in my stack and I'm trying to get to it the best you can. And even saying like, I'm sure you don't, I'm sure you don't mean for it to come off this way, but like, I want to make sure you don't think, like I've said this times, like I want to make sure you don't think I'm sitting on idle time. Oh yeah. I mean, I'll even respond. Like if I get a request, I'll be like, hey, working on this, I'll get this to you by end of the day. I will get this to you tomorrow morning." Like even just saying that, you know. Communication.

Yeah, where I'm at currently, I am over five different facilities and we're actually adding two more. But I sit out of one of our facilities offices and they have no idea that I am over four other facilities. So they see me, they don't know why I didn't respond within 10 minutes. They're coming by your office. Yeah, literally. I'm not kidding. This happens and they're like, hey, Jamie, I just sent

you a team and I'm like, I was actually on a meeting and they have no idea. So like, I've actually used that to educate. Like, I'm so sorry. I was actually working on something for one of our Georgia facilities this morning. I will get back to you as soon as possible. And just because they physically see me some days thinking I'm only for them. So just like, communicating that like not being a bitch about it. Like, look here, motherfucker, I'm working on a fire drill in Atlanta office. Okay, calm the fucker. I'm working on a fire drill in Atlanta office. Okay. Calm the fuck down.

But just like letting them know you are a priority, but right now I have something going on and I really need to attend to it. And if you find that's an issue on your team, it's part of the feedback is putting things in people's perspectives. People are sending messages like, well, I never hear from them. Okay, well, what do they have on their plane? And if you need to give that feedback to someone saying, people are reaching out to you, but then they're not hearing from you for like two weeks. So, and so some of it's having team meetings and saying, how do you let people know you got the message, but also like you have things and how can we do that as an organization and opening up those

so that your feedback conversations are real life and you're giving people perspectives. Hmm. Little rules of engagement for the team. Yes. At least put it out there, throw it on the table, right? Yeah. Hello besties. Now I know we have all tried ways to feel good after a night of drinks, haven't we? But I have finally found something that actually works for me. It's a pre-alcohol probiotic from the brand Z-Biotics. Their probiotic was invented by PhD scientists to tackle rough mornings after drinking. Here's how it works. When you drink, alcohol gets converted into a toxic byproduct in the gut. It's this byproduct, not dehydration, that's to blame for your rough next day.

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Product availability may vary by Regency app for details. All right, ladies, any other comments on performance management for this meeting? I like this conversation. It doesn't happen enough in the workplace. Oh, I don't think I've ever had it in the workplace. I've had it on the podcast. I have when I brought it.

I did some newsletters internally when I would talk about how to have feedback and give feedback and how to decide when to give feedback in one-on-ones, in between, and give those. And I enjoy doing that because I like writing newsletters. There you go. Yeah, you're the newsletter queen. Well, any questions or comments to end this meeting? We have a hard stop. Jamie's got somewhere to be.

What's your go-to candy that comes from like unapproved clean place? Not from an ass. That's not from an ass. That's not from an ass. Like what's your go-to? I always buy the chocolate because I personally prefer chocolate. So I'm always like doing the mixed bag of Reese's of course. Twix, Snickers, Milky Way.

Oh, you buy, but you don't mix it together. I don't mix it together. I do the assorted candy. And usually what I also do, because I'm who I am, I'll buy specifically the Easter candy. So right now I have Easter pastel and the Valentine's Day and the Christmas colors. I always buy like the holiday candy to match. Are you getting me my Passover candy? What color is that?

Yellow, green? I don't know. Hanukkah's blue and white. Yeah, I know that one. I do know that one. You know, I don't really have much of a sweet tooth. You won't really catch me eating candy. But if you were to catch me eating candy, or 20 years ago, Snickers, which I would eat like in a way where I dissect the layers, like I bite each layer down the line.

Like a corn cob? Yeah, like a corn cob. And then Rolos, which I would eat the same way too. You know what I mean? So I do like that caramel chocolate. Give me a nut. Reese's, exactly. As long as anything that fits chocolate and peanut butter.

Exactly. Yeah. So it's going to be probably those three, honestly. Yeah. Yeah. What about you? I like an Andy's Mint. I like it.

I like it like a purposeful candy. Like from the Olive Garden? I don't like the Olive Garden. Do you remember that? Well, no. I hate the Olive Garden. I don't like to remember that. Well, no, no, I haven't been there. And I like macaroni grill. I love Olive Garden. Well, my husband does as well. He used to take every person he used to date before we met on Olive Garden. So I refused to go because also I didn't like Olive Garden. I grew up there was a macaroni grill next to the movie theater. I know. Sorry.

But it's but you know what we are. We're authentic and I'll tell you, we will give you our real opinions. And when we like something, we like it. But there was a macaroni grill on Hurstborn Parkway in Louisville next to the movie theater. And so for birthdays, we would go to the macaroni grill, write your name upside down, all of that, like chip, past, Alfredo. And so I would not know about the Olive Garden candy, but I would know about like candy. Well, they're fucking Andy's mints. Andy's mints.

Yeah, it's Andy's mints. They're literally Andy's mints. it's Andy Smith. Yeah, literally. And that's a lot of people's exposure to the menses because of the Olive Garden. You know what I mean? Yeah. So that's a good partnership. No, it's my grandma. Oh, OK. OK.

Would give it to me. Oh, my God. Olive Garden breadsticks. Gobble me. Swallow me. Oh, we're going to disagree here on this. Right. No, thank you. Macaroni girl. What about you? Any questions?

My comment? Oh, questions or comments. You know what I mean? Is it more about breadsticks? No, I won't make a sexual comment about breadsticks again. Again. Our earlier conversation made me think when I was working at Tractor Supply. So obviously Tractor Supply is a ginormous company and there's lots of employees and I was in the benefits department and I was in charge for the benefits inbox.

So that means anybody from the company in Hawaii could email a benefits questions to us. Where are the Tractor Supply in Hawaii? Okay. Yeah, they're actually, they're called Dells there. But that's a fun fact. That's a fun fact. I'm not putting that as a fun fact.

It would not be a fun fact working in our company in Hawaii Anyway, so one of the things that I kind of when I started there is Because we've talked about this before but you know in HR This is a customer service job our employees are our customers is I always set up that any Email that I received before 12 o'clock I would respond to that day typically with a with an answer. I mean if I could like sometimes you they did deserve like a little bit of digging and I'd still respond but anything after 12

would be I will get it to you first thing in the morning type. And I have carried that on the last 21 years of my career because of it. Because like even emails I get now and in the leadership role that I'm in, I'm like, I might not be able to get to this. Hey, let me, because you know, you have to have time. So that's just something that I think it's funny that at 22 or 23 years old, that I've carried on. That's that work ethic right there. That's right.

You know, to kind of set myself up for that goal. Like, I might not be able to get to this, but I'll respond. And you know, because a lot of questions in HR can be sort of simple ones. Like, we've talked about this numerous times. Like, how do I access my pay stub? And it really might just be sending them a link to the SharePoint of the guide

of how to access their pay stub. And then they're like, wow, I can't believe you got back to me so quickly. Exactly. And then they think you're like some magical, like, magician. Yeah. When really like you've gotten this question thousands of times and you created this guide and now you have all the links saved. You just copied and pasted. But that's something that I've always taken pride in is having that level of customer service, of trying to respond the same day if possible. That's urban leadership.

People hear from me when they hear from me. You would know. We would know. She's an approved provider of leadership. I am. So are my LinkedIn headlines. You've probably given it to Jamie. I haven't heard that yet. You need to add that to your headline. Flownal presence. Oh, gosh. Well, not a question for yet, but I'm working on it. You need to add that to your headline. Flownal presence. Oh, gosh.

Well, not a question for me, but a comment. So you shared at the beginning of this show, Jamie, about the candy dish, air quotes on dish, because they came from an ass. But back in the day, probably my first, one of my first real professional jobs, I was so like choogie for my boss's attention. Like he just, oh, like he was so hard to get with.

And I wanted feedback and I wanted advocacy and coaching and support so bad because I was learning, right? I mean, just very, very early. And so I actually learned his favorite candy, which was chocolate M&Ms. And I invested so much of my own money putting those chocolate M&Ms in a bowl in my office, which completely baited him into my office every single day for like an hour. That's really smart though. Yeah, because I'm all strategic and shit. And so, I mean, that's how I got him into

my office sitting down. And that's when I was able to really be successful in my role, because I asked him anything and everything about it all. And so that is how I got the deep dive on labor relations from a really top labor relations mind in the U.S. Now, are these loose M&Ms or were they like little pouches? No, I put them in the bowl. They were just really for him. And everyone in that office knew that they were for him. You know what I mean? Because everyone is cutthroat, right?

You're just all trying to survive. They were all attorneys for the record. That was what I had, right? Because I wasn't older and I wasn't male and I didn't look like him. I just really stood out. A young Hispanic female in that office and so I baited the fuck out of that guy with chocolate M&Ms and he took it and it worked. Hooked line and sinker. Well played. Well played right? Yeah. So candy to start and candy to end. Look at that. What a sweet meeting this has been. I can't wait for this newsletter. Oh so sweet.. Oh, well, thank you so much, besties. We have a hard stop. Enjoy.