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Paul Spiegelman on employees who appreciate their job and employees who have an entitlement mentality
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Welcome back so our last -- in California our next guest is in Dallas.
Texas I'm telling you that because this is the new trend so many companies moving -- from California to Texas so we are too right now at least in this in this segment.
Paul -- man thank you for coming on again the CEO of bell companies as a nine.
Thinks it's -- great could be with you or -- talking not entitle employees had to get them out of the workplace out what exactly is an entitled employee.
Well there's that a newer trend which is a good thing over the last few years that leaders are finding that there's a connection between culture and profit they're trying to build.
Better workplace environments but along the way as we start doing more things for our people we care about them we do fun things.
There's always that minority people that take advantage and they feel entitled to something more I don't know if that's generational or not.
But it's something we have to step out of the workplace.
Right so I T -- around such people.
I have.
Look there there in every company and they come in all shapes and sizes but I've -- seen it in my company.
Examples so I can pick the people here who are entitled him -- give me some examples of some behaviors that you.
You you've noticed specifically with workers like that's.
So I'll tell you if you in my own company we had -- an Angel tree for Christmas time and employees could post a card which had things that they wanted for their children.
And then someone comes in a woman after -- were buffer children complaining that the bike that was bought her child wasn't the right color.
Or.
A few years ago if you -- -- gas prices were very high over five dollars and I made a decision to buy.
Fifty dollar gas cards for every one in the entire company.
And everyone was so gracious about that except the one person that walked into HR to get her gas card.
And talked about the fact that she had two cars and so wanted to another card for her second car things like that where people are taking what you do for them.
And thinking that it's not quite enough.
Those are terrible stories and so sorry you have to work with people like that.
I'm happy to say don't know anybody like that here but maybe I'll dig a little bit further and find out no kidding -- okay so -- -- in this sort of environment and really just.
Disappointing.
-- in a bad mood had.
-- out these sorts of entitled employees.
Well the first thing he'd have to do is you gotta find them and I gotta say unfortunately there could in every company.
And they can bring other people down as well so how do you find them in our case we have somebody full time who's dedicated.
Not only to building a great -- -- -- to be the year to the ground understand what's going on in in the environment what -- -- -- she hears.
-- to her job title is queen of fun and laughter believe had a it but I tea -- -- something that when she finds that in -- employee.
That smile turns to a scowl and she is all about tough love and getting that person in line when they step out of line.
Hello be great to put honoring his name would -- deal I was the -- fun and laughter and if he didn't do what.
We thought you should do and I at a town I'm kidding that's it that's a great position.
That's really funny OK so.
You have selling your company that's -- -- eyes and ears on the ground seeing how people are interacting so they noticed something they don't like it -- -- best approach that person.
First thing you do is you have a real conversation.
And it it needs to be as soon after the event as possible see bring him in a room you tellem look.
We do so much for you.
We have a group of people that really appreciate what we do but you're standing out as someone that doesn't seem to appreciate.
The kind of environment you've taken it too far.
And you've got to realize that there's a limit and you -- get back in line.
So it's tough love it's right away after that event.
Happens call it seems to me like this sort of person would keep you push back they would -- take your criticism and say okay got it I'll change my behavior.
There that -- individual is gonna speak up for themselves obviously basin near example -- I'd give any stories about how this type of person typically reacts to being told that their behavior is enough.
Company -- We -- right that does happen sometimes but the fact is that it is the leaders first responsibility.
To have that conversation.
Just as I say it's the employee's responsibility.
To be -- part of a good culture and and at some point.
It's not going to work and if that -- event or that thing that they did repeats itself then you have to take stronger action up into including.
Termination so for example we had -- gentlemen that.
On our holiday party will we spend thousands of dollars every year we have casino night and we give out raffle tickets for the winner and they can win X boxes and ipads.
He decides to go to Wal-Mart and get raffle tickets the same color that we're gonna give out gives and all -- buddies so that they went all these great prices.
Well we didn't even have that conversation he's gone.
Right so at some point when you find that in talented employee and they become habitual or -- they do something that truly crosses the line in terms of integrity you gotta let him go.
-- can we talk about new book coming out and Marc -- Yes -- I telling his patients come second leading change by changing the way you -- what settled out.
Well that's actually a business -- in -- leadership book for health care industry.
And you think about health care hospitals.
People come with a heart for service the nurses the doctors there treat us.
But you wouldn't believe that those are some of the most toxic work environments where people that work in those environments don't feel valued.
So in this day and age were you hear about.
Patient centered care and you hear about -- accountable care -- in Health Care Reform.
The great news is that we're now focused on a better patient experience the bad news is that we have to start internally.
And in these organizations like any other business.
Build a culture where people feel valued as of the book is about how to create a great culture in health care business.
Yeah -- think that the people.
Giving the -- don't feel -- is because it's a high stress environment to believe for the patient their families -- there is there nervous did not realize that they're coming across.
As crude or.
Disrespectful or is it something bigger than that.
Well that's part of it the fact is when somebody comes into a hospital nobody wants to be your customer right patients coming in west doesn't want to be there to begin what do you.
But the fact is in health care if you think about it you have doctors that were trained in this silo and then felt like that there were at the top of the hill.
You have nurses trained administrators and all.
Trained in a way in their respective professions but not trained to work together not trained to be collaborative.
Not -- didn't understand what it's like to be part of a team so that's what's missing in the health care industry.
We're starting to see that change and that's a good thing.
-- -- back to the Intel employees per second.
Big many 323 tests -- to the show every day he says it sounds like those -- employees think the job needs them more.
Then they need the job.
And that's kind of just hard to conceive considering that.
A lot of folks don't have jobs these days in the job market is still pretty tight.
That's right well some people especially in the younger generations.
Coming out of school -- -- feel like they're entitled to something more.
And that people just tend to push those limits and a bit in some cases they're just.
Self unaware and they don't know what they're doing and they need to be trained and they need to be counseled and Coach so.
I think it's fair to give people the benefit of the doubt.
But if you if it becomes that person that does it again and again -- -- that has a strong personality.
Or is gonna be -- negative influence or on the try -- type of culture you're building.
-- got to move on.
To someone else right.
Thanks Paul so much they're gonna put your website on the screen barrel health dot com as well as pulse Siegelman dot com that was great thank you so much for joining us.
-- -- they -- pleasure and I just want to add an and I guess this is done.
A personal note to some younger employees part of that I have to have it now instantaneous gratification.
Culture you know -- -- you get that job -- do you think the job is full value in many instances it probably is because it's so hard to get that first job.
Because remember that the people they -- working with.
Had done a lot to build their careers he can't walk in ending you know everything got a lot to learn.
Amazing how many people don't realize that.
