Dave Ramsey (17:50)
That kind of thing. So. Yeah. Cool stuff. Hey, I'm gonna send you a copy of the book. Building a Business yous love the five stages of business. The fifth stage in business is the succession stage, the legacy stage. And you're really starting to talk about this at the right time. While they're little. You can't start your succession thinking and planning too early. It's impossible to start it too early, even if the plan is, is that none of them work there and we're gonna sell the thing. That's still a plan, but you. So you can begin to think about how it's going to function and what we're going to do early and often. And I suggest that. So hang on, we'll have the team pick up and make sure we get that shipped out to you. That's a really good question. Solid, solid stuff, Jonathan. Well done. Good thinking. These days, business as usual is anything but. Tariffs make trade policy a moving target. Supply chains are squeezed and your cash flow is tighter than ever. 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And right now, if your business is doing a million or more in annual revenue, download NetSuite's free ebook Navigating Global Trade. 3 insights for leaders@netSuite.com Ramsey that's NetSuite.com Ramsey right in question of the day from Jason in Michigan. Dave, leading a team means conflict is inevitable. I understand that. Whether it's over vision, expectations or personalities. When tension arises between team members. What's your approach as a leader? How do you know when to step in directly versus letting the team work it out? And how do you keep culture strong when things get messy? Well, we have some rules, principles, I guess I should say is better for conflict. One is conflict and arguments are invited. As long as we're arguing about which play to call to get the touchdown to win the Super Bowl. Conflict that is personal, where you're putting someone else down or stealing someone else's dignity, that's another problem. Then now we've got a problem with you if you're doing that. And so that's a coachable, teachable moment. Then for a team member that needs to learn how to argue ideas without tearing everybody down, like you're in some kind of a political race or something. And so if you have to destroy the human being on the other side of the argument in order to win the argument, your idea sucks. So the only thing you can do is destroy the person. And now we've got other issues. So if you're winning at all costs, because all we're trying to do is win the game, we're not trying to win by beating each other up. That's not the purpose of it. And so that's a principle here. And so if two of our team members are going at it on a personal level, then we have to sit down and intervene in that because that's not a culture we're going to allow to function here. And so no, you know, we have to come to a closure on that. And so. And I just can't work with him means you can't work Here, not him, because I'm not firing him unless he did something wrong. So just because you got your little feelings hurt, and I can't work with him if he is not. If he's not done something personal or inappropriate of some kind, you just don't like the person or you don't trust the person, and I trust them. Then you're the one that's exiting when you say stuff like that. So when someone says something like that, I say, okay, you need to rethink that. Because one of the things we're all going to do around here, we might not like the style of someone else, but we have to trust that their intent is the same as ours, which is to help people outside these walls and serve the customer. If you are questioning their intent, then you're questioning their character, and I'm not questioning their character. So you're the one that'll be leaving, not them. If I have to question their character, they gotta leave and you'll get to stay. That's fine. But we're not gonna have two people who disrespect each other's character. I just don't think he has no. I think the guy over there leading that area has no integrity. Well, I have not observed that, and I don't agree with that. And I own the place. So that means you have to leave, not him. That's what I mean by that. That's when I would intervene, and that's how the conversation would sound. Now, if we're just arguing and arguing inappropriately, then we can just have some coachable moments, teachable moments on language and on tone and, you know, stop. You know, hey, here's an idea. Maybe your idea isn't as good, and maybe, you know, maybe you need to learn how to accept someone else's idea on something. Or let's try it this way. If it doesn't drive that way, then let's try the other way. That's okay. There's lots of ways to. Through idea arguments or concept arguments without personally questioning someone's character, integrity, intent, those kinds of things. But if you think their intent is to screw somebody over to be a crook, then what you're saying is, if I'm willing to leave them here, then I'm endorsing a crook. So now you're not questioning them, you're questioning me, which is time for you to leave. And so I've had that conversation. Can you tell? And not lately, but I've had it. And so, you know, well, I believe in everything we do. Here, except these two things. Well, that's a problem because these two things are two of the things we do here. And so you don't get to. You don't get to departmentalize your integrity. It's not how this works. And so, you know, it's a really good question you pose, Jason. So the culture is strong when things get messy, if we come out of it respecting each other more, even if we don't completely like the approach. Okay, case in point might be I've got a big technology team and they're all by nature very analytical and very detailed. I am not. So my angle is to throw a grenade in the middle of something and theirs is to spread fishing line all over it. I don't know. Whatever the detail, I mean, lots of detail, Lots of detail, lots of detail. That's just two different approaches. One is not integrity and the other one's lack of integrity. That's not the question. One of them is not a person lacking in character. One's just a more detailed, methodical approach to a problem, and the other one's a bull in a china shop. And there's a time for a bull in a china shop, and there's a time for a methodical answer. So the only question is, which one is the best approach in this particular situation? And we can argue about that without being personally insulting and without. Without questioning someone's character. So when things get messy that way, you know, that's one that cleans up itself pretty quick. Because we still like each other. I still respect those guys that think differently than I think. I've got a bunch of Gen Z's and they think different. They grew up with an iPhone in their hand. I didn't. I had a rotary dial phone with a cord to the wall in my hand. So my brain works different than theirs works. They have to respect that I know some things they don't know because I got socks older than them. And I have to respect that their native langu is digital and I'm in a digital world, so I ought to learn from them. So we can, just. Because we come from two different generations, drastically different views on how products work, how customers receive and hear things, all of that. I can learn a lot from them, they can learn a lot from me. And now we can work together and we can have good, healthy arguments about all that without impugning and saying, oh, everyone in Gen Z is an entitled snowflake. Cause they're not. That would be an inaccurate statement. They have their share, but they don't Work here. The ones that work here are missional. They're wonderful. And so anyway, how do you know when to step in directly? When the team members are being personal and they're impugning character, or when they haven't got the emotional maturity to work through the conflict without some assistance. And so sometimes dad or mom, so to speak, has to step in and help them. You know, have to, you know, have to be the referee and guide them through this. Okay. The rules are it's not personal, it's not a character impugment. We're arguing ideas. Ideas are good to argue. It's smart to have conflict over ideas. That's good mental health for an organization. It's not good culture for everyone to question everyone's character at the core. And that does. We don't. We just simply. That's a deal breaker. You cannot stay here if you cannot trust someone in the organization's intent or character. If you've got proof that they have bad character, we may move them along. But if you don't have proof and you just don't like them, then that's on you. Because I'm not firing them because you don't like them. That's not how this works. So that means you're again, you're making the choice if you're in that seat, to exit. So, yeah, you're going to be more involved than you ever thought you would as a leader in these things if you're gonna keep your culture pure and clean. I used to laugh in the early days. I said, I think I feel like I'm running a dadgum beauty parlor. You know, I mean, the dadgum stuff is just drama all the time. But nowadays it's not nearly that bad because we've been functioning with a high quality culture for so long that people that want to just be drama queens, they self select and exit. And so they don't, because they don't fit in and the rest of the team doesn't want them around. And they know it. And so that's helped. But in the old days when it was just me trying to sweep the corners out, it was like, golly, I was just trying to get some work done. I'm over here dealing with a bunch of four year olds. So you do have some of those days where you're pissed about it like that. That's part of it. But yeah, intervene if they're questioning character. Intervene if they're questioning your character, and intervene if they don't have the emotional skills, the emotional maturity to work their way through something properly and you have the opportunity to coach them up on that. And that's regardless of their age. Emotional maturity is not an age its ability to do to play well with others. That's what that comes down to, man. Jason, that's a great question. Thanks for writing that in. I love that. If you're on the fence about attending an Entree leadership event, you've got to watch our free sample talk and Q and A. You'll get a glimpse of the tactical leadership strategies we pack into every event and experience one of our most popular sessions about how to identify and raise up potential leaders in your company. 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Thank you, thank you, thank you. Andrew's in Albuquerque, New Mexico. Hey, Andrew. What's up?
