Matt Vance: Hello Everyone and Welcome to the Culture Prophet Podcast. I’m Your Co-host Matt Vance and…
Juli Weber-HR (she,her): Okay.
Matt Vance: I’m Your Co-host Crista Vance. The Culture Prophet is a podcast series, obsessed with one question, How can culture drive? Great, a prophets, We’re thrilled to welcome Juli Weber Leader, Development Director of Service, the nation’s largest utility management provider services, over five million locations throughout North America. Can you say hi Julie?
Juli Weber-HR (she,her): Hello everyone. Thanks for having me.
Matt Vance: Awesome. Well, let’s get to know a little bit about Julie. So in the past, Julie has also worked for Malu the perch group, the Huntsman School of Business. And as an addict abject professor, the Campbell Soup Corporation and the Pepperidge Farm Brand. Yes, So Electronics and Hollywood Video and training, and HR roles. So she’s got lots of human resource experience. She’s also a Utah State University. Graduate to go aggies with a master’s degree in extra instructional technology and learning sciences and also has a Master of Management degree from the University of Phoenix Online.
Matt Vance: She has served on the Bridger Lynch term chapter board for the past 10 years and has been married to her sweetheart. Mike for 25 years and together they have two awesome kids. And one amazing daughter-in-law outside of work, Juli has always made time to paint glue, so plant or flip something. She also likes to spend time with her family, watch friends, and reruns. And as a self-proclaimed hgtv junkie, awesome. So great to have you here with us and let’s just get right into it. So you’re very first guess on the culture Prophet podcast, when making less you are the one we wanted to call,…
Juli Weber-HR (she,her): Wow.
Matt Vance: you were the very first
Matt Vance: And we’re so excited to have you here. We knew your extensive experience in the HR space, intentionally building positive experiences for employees, would be very valuable to other HR pros and leaders. So, to start the conversation, tell us about why you got into HR.
Juli Weber-HR (she,her): Well, first of all, thanks for having me again. And these are pretty high expectations. You know that I’m your first guest, but I’ll try to live up to them. So why did I get into HR? Interestingly enough. I actually sort of fell into HR. I was working at the time in training and development, and actually I grew up wanting to be a teacher and fell in love with, you know, teaching. And I actually taught dance when I was in high school and I just, I loved it. My mom was a teacher, my grandma, my aunt’s, it was like a family thing. So, I just assumed I would always just be a teacher. And I ended up working in a retail organization and they had training roles.
Juli Weber-HR (she,her): And I was like, Oh well training like teaching. So I started doing training and development and just fell in love with it. Of course, as I knew I would and the organization changed a little bit and we went from reporting to operations to reporting to human resources and so that was my first exposure and then the industry changed because nobody rents videos in a video store anymore. And I experienced my first layoff. So we could someday talk about why change by two in the butt? That would be another call. Anyway, I can tell you some fun stories there but
Juli Weber-HR (she,her): Anyway. And so I, this was, you know, during the Great Recession and my sister was doing the master’s program at Utah, State in HR and she’s like, you should, you should really look at HR roles and so he did. And I actually looked into getting my phr, which is a national HR certification and so she and I prepped in study together and sat for that test and I, I got it, I passed surprisingly.
Matt Vance: Yeah.
Juli Weber-HR (she,her): Um, and then every role since then has been an element of HR and I’ve just become impassioned with people and helping people. And solving problems. Somebody said the other day, most people don’t get into HR because they, like people, they get into HR because I like to solve problems. Luckily, I like both. So I, I like to help people and I love to see people be successful, which is interesting because in HR, typically we’re the ones that are firing people which I don’t believe that’s true. I think people fire themselves. But I do like to help solve problems. And so, that’s why I’m in HR.
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Matt Vance: Does sound like the perfect blend for the dog? That’s awesome. So what’s I’m just throwing out there a fun kind of get to know you question, What’s the most interesting thing you ever put on your resume?
Juli Weber-HR (she,her): Oh, that’s fun. And I have seen a lot of interesting things as I’ve looked at a lot of resumes over the year, but a long time ago when I was trying to decide where I was going in a career, and my kids were little, I actually put on my resume that under like skills and hobbies at the bottom, I put that I could potty train a two year old and…
Matt Vance: Mean.
Juli Weber-HR (she,her): and that I could do a mean tap dance and which I mean both were true, but you wouldn’t think to put those on the resume, but that actually made it memorable in the, the hiring manager said he’s like, because you put those things on your resume actually reached out to you. And then, I ended up getting the job. So, I, you know, when you can potty train, a two year old, that’s pretty cool. And that only happened for one of my kids. The other one, it took a lot longer, but so maybe it wasn’t a skill. I should brag about it. But anyway, it was that’s probably the craziest thing I’ve put on there, but I do try to keep something personal and maybe a little light-hearted on my resume currently just because that’s a big part of who I am. So, I want to show that now.
Matt Vance: I almost think that’s a great accomplishment.
Juli Weber-HR (she,her): We’re right. I know you have your own children. So anyone who knows can relate?
Matt Vance: Well, I think that’s such a great tip for those who are creating their resumes on something fun and personal that will help you stand out. I love that.
Juli Weber-HR (she,her): Yeah, that’s super important.
Matt Vance: Well, thanks for being here, Julie. We’re so excited to have this conversation today. So I’m gonna set the stage here a little bit. So you’re an HR leader at Conservative the nation, just a utility management company. You guys are servicing over five million locations. As Crista mentioned, It’s a huge operation, Multifamily communities, commercial property, single-family homes student, housing, military, housing, and more. I mean, that’s a lot to take care of. But before this episode you shared that there has been a lot of change at the company recently. As we all experience covid. You know, the operations went remote, everything had changed, but you’ve also welcomed the new CEO, Scott Hardy and executive team. After that the employee base doubled from 2000 to over 4,000. That’s a lot of change.
Juli Weber-HR (she,her): Mm-hmm.
Matt Vance: So really tell us about from your perspective,
Matt Vance: Having navigated so much change, I can service. How can company culture drive greater profits?
Juli Weber-HR (she,her): Yeah. Um, that is such a good question and I’m going to do my best to answer it for all your listeners. It’s just my perspective. So right, this is just juli’s, humble opinion, if, if you will but I I was in the heart of it all, when, when covid hit I had been here at conservative just about six months. And my role at the time was over. I was the leader over recruiting And when I started in August of 2019, we had 1800 employees. And I had about, Oh, I think there are six or seven of us on the recruiting team.
Juli Weber-HR (she,her): And we were hiring only in our offices. We have a handful of offices across the country but that’s where we were mainly hiring. All our interviews were in person. All of, I mean, we were taking, you know, resumes in person in some cases. Anyway, there was just some crazy stuff.
Juli Weber-HR (she,her): And Covid just said, Nope, just kidding. Let’s do things very differently which was and we’re not the only ones to experience that, but from like you said, sending, you know, people home to work where we didn’t work. I mean people were literally taking their office chairs and putting their tower and their monitors on their office chairs and wheeling it out to their cars and we didn’t distribute laptops at the time. Everyone used a tower, a desktop. Anyway, just so many crazy things that had to go into that change. We had to think differently about how we recruited. We had to think differently about how we interviewed. We did an assessment on site when people would come in to test their computer skills, we had to figure out how to do that online. I mean, there was just so many things and and I’ll tell you conservative has
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Juli Weber-HR (she,her): Amazingly like stepping up to the plate if you will and we have just been able to rebound and flex in so many different ways. From again sending people home to now buying laptops to hiring and training our employees remotely. Because that’s what we ran into unemployment, in our market, in, in our area is just incredibly low. It was pre-pandemic. It’s now, it was during the pandemic, we were always below the state,…
Matt Vance: Talk.
Juli Weber-HR (she,her): but also nationally. So there were just so many factors. Our founder and CEO retired in August of 2020. We had a new CEO step in. He brought new executive leaders, we have a new leader in HR. Now, we have
Juli Weber-HR (she,her): Shifted people around. It’s so crazy how you get. So at least for me, I get so wrapped up in what my expectation is of what my career path should be, what my next role should be and and we’ve sort of broken the mold and some willingly. And some maybe not so willingly. But we have shifted leaders around where we have have identified opportunities for skill gap or growth and so that’s shifted people. We’ve brought departments together and we’ve separated them back out. We’ve tried hiring just locally we’ve gone back to hang remotely like there has just been so many things because of the need to change and the culture piece along with all of that. So I’m just setting the stage there of what the culture could look like and and what it is. And the opportunities there, you have to be intentional about culture.
Juli Weber-HR (she,her): You can’t just let it do its thing and every time you bring a new individual into your team or into your department or into your organization, actually, influences the culture. And so you have to be cognizant about what that looks like and when you’re choosing who gets to come into your organization from our recruiting standpoint and I’m now, I mean at the height of the pandemic, I had 25 recruiters and I’m trying to teach them all how to look for, you know, these culture pieces which are hard to identify in an interview anyway. There’s just I mean I could go on and on and on but you have to be intentional and I think we were very quick to
Juli Weber-HR (she,her): be thoughtful about how the culture pieces that we loved and that can service were not. That is known for like can service cares. Is our, our give back program every team member who’s in good performance, standing gets two hours a month to do community service. So we sent out opportunities like, historically is like, Oh, here’s an opportunity to volunteer here or here, right? And they’re very community centric. And then we had to start to say, Well, how do people who live in a different state, how to get them involved, How do we encourage that? And so we had to change the way we communicated about can service cares. We had to broaden what was available or what we would allow, right? It didn’t have to go through an approval process, we cut some of that red tape and so that everyone could enjoy or experience can cares, and then, as quickly people started to come back into the office,
Juli Weber-HR (she,her): We then started to reduce the things we had done, right? Like setting up opportunities for teams to go together. We’re setting up opportunities within the building instead of letting it be one, you know, I’m gonna choose myself. What I’m gonna go and do. I’m gonna go donate blood or I’m gonna go read at this school, it could be, my whole team is going to go together. And so we had, we tried we and we continue to try to be cognizant about creating and implementing and group things. But also continuing to be aware of individual things that are available in that sense. And I think that’s one of the things that makes conservatism.
Juli Weber-HR (she,her): Pretty cool. Is that we have these opportunities and we have some really important pieces that belong to the culture that we’re trying to do company-wide. But also flexing those and saying When we do them differently and when can we, when can we, you know, bring it back to maybe the way it was or some piece of home book prior to Now, I feel like I’m rambling, so I’m sorry.
Matt Vance: Oh, that’s fantastic. And honestly, I really loved how you mentioned being intentional and recognizing that the culture can change with,…
Juli Weber-HR (she,her): Yeah.
Matt Vance: You know, bringing new people in and, you know, depending on what rules, they’re in those types of things. So, all of the question that I have was as you’ve been intentional with these different programs like taking Service Cares program, for example, and kind of cutting some of the red tape and making it more accessible for all team members, regardless of where they’re living or working, how has that impacted the financial performance of the company? Like, have you seen any direct impacts?
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Juli Weber-HR (she,her): Um, I wish I could say yes that I have laid my eyes on, you know, a financial gain from something like that but I can’t. As much as we try humans, we still have a choice, right? So it doesn’t matter what you do. They’re still, they, there may be a reason why they leave the organization, but I do feel like attrition is something that is heavily impacted. And when we looked at the cost of turnover, for an employee, who doesn’t actually make it To the point where they are through their training and they’re, they’re actually adding value to the organization, it’s relatively expensive and it’s been a long time since I looked at those numbers. But we’re talking sometimes 10 grand the cost to onboard an employee. So every time an employee is onboarded and…
Matt Vance: oh,
Juli Weber-HR (she,her): they don’t stay right, they don’t make it through training or they don’t they don’t feel like it’s a good fit I mean we’re that could be 10 grand lost. And by the time you factor in all the elements of the leaders time and the trainers time, and the recruiters time and they’re recruiting trainers time at leaders time. I mean, there’s just so many factors and shipping computers, shipping them back. I mean, there’s just so many pieces. But anytime, we can create a connection on a personal level, with an employee. Then we have a higher chance of limiting that turnover right or limiting the attrition. So that’s super important to us is how do we create those connections? And giving back is something that’s super important to to a lot of people and being able to serve and and do that sort of
Juli Weber-HR (she,her): what’s the word not entrepreneurial but like
Matt Vance: Like innovation, while doing the
Juli Weber-HR (she,her): no, like When they give back to the community. What there’s a word anyway, we can cut out this piece anyway. So
Juli Weber-HR (she,her): Right, on the tip of my tongue. Yeah, a…
Matt Vance: philanthropy.
Juli Weber-HR (she,her): Yes. So anytime an employee has a philanthropy sort of connection. I don’t know if that’s even the right word but they, if that’s important to them, then you can draw those connections. For some other team members, it could be something else that could be the relationship with their team members, right? Other than their peers or for me, it’s Diet Coke. It’s right, it’s on tap free. If I had to buy it. I mean my pay would go down substantially, so, Right,…
Matt Vance: That’s awesome. Hey I love…
Juli Weber-HR (she,her): whatever it is that you’re connected to. Would.
Matt Vance: what conservices done, I think. You’re talking about how much they’ve adapted despite covid and all the things that you guys have gone through as a company. You’ve tried to purposely hold on to parts of your culture, that meant something to your employees and…
Juli Weber-HR (she,her): Yeah. Agreed.
Matt Vance: What has helped them stay with you guys through that. They can think right through some harder times.
Juli Weber-HR (she,her): Abs. Yeah.
Matt Vance: And where there are a lot of adjustments that help them, feel a sense of consistency.
Juli Weber-HR (she,her): Absolutely. Absolutely. Yep. And, you know, being one of the largest employers in Cache County. Well at least one of them, I think we’re still the largest private employer. There’s a reputation to withhold, right, people come here knowing what service is and what we do. Well, they may not know what we do because I’m not even sure. I know what we do but they know they know who we are. And the values that we have been built on, right? The organization has been built on and so we’ve worked really hard to establish that and maintain that and make decisions around. Oh gosh. I think about vaccinations and and whether you had to or didn’t and there was a time where it was going to become law and it didn’t and we were diligently rewriting, the policy and making sure we were considering all the circumstances and and then maintaining, you know, fair balance and equity and and all those things that it’s a tough job nowadays.
Juli Weber-HR (she,her): Any HR professional or even any company to to think about. But the intention is the piece that I think is most important. You have to be cognizant of it. If you’re not it, it’ll overrun, it’ll become its own beast. and any, so,
Matt Vance: There’s always culture, it can be intentional or it can be a result of whatever’s happening. So let’s here’s here.
Juli Weber-HR (she,her): Yep. Yep.
Matt Vance: Just for this next question, Julie. So let’s talk a little bit more specifically about your role within the organization, so you’re the leader development director and you the development of team members and people leadership roles So how many, how many people leaders would you estimate are at conservice right now just fall apart?
Juli Weber-HR (she,her): We’re sitting around for 400-450, it might be even closer to 500. Those are actual people managers. They have people reporting to them.
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Matt Vance: Wow, so approaching around 500. Active People Leaders, That’s one point.
Juli Weber-HR (she,her): Yeah.
Matt Vance: As we chatted before this episode, you shared a term that I found. Very interesting called “leadership inbreeding”. Tell us a little bit about this.
Juli Weber-HR (she,her): Oh dear.
Matt Vance: What does this term mean? And what are the pros and cons of companies experiencing leadership and reading?
Juli Weber-HR (she,her): Sure. And I use that word cautiously or with love, right? So,
Matt Vance: of course, we’re a fan of Conservists and, and every company that, you know, may have this You know, thing.
Juli Weber-HR (she,her): Sure, and yeah, so let me, let me tell you how I got to this just so our listeners understand. So, Prior to me during the organization. So prior to 2019, there had probably been maybe two or three individuals hired.
Juli Weber-HR (she,her): Into the organization from an external into a leadership role. So they were external people hired into a leadership role every other leader inside, the organization was promoted internally. So they all started in an internal right as in, Sorry, They all started in an entry level position. And then we’re promoted up which I will tell you is fantastic. And I love to tout that and still today. We were probably in at least operations we are still holding strong at. Probably 98% of our leaders in operations. Are internal promotions. We’ve had a handful and some changes and things but most of them are at least our line level leaders. When you’re talking about our we have an ATL ATL and STL structure outside of one person. I can think in operations have been promoted internally which
Juli Weber-HR (she,her): For an organization is amazing. I love the idea that you can come in at the entry level and there’s a career path for you. And prior to some restructure, in our HR team, we had career coaches, that was their role and they were to help people grow inside the organization. And most of the time it was grown up through leadership, sometimes it was a skilled change,…
Matt Vance: I,
Juli Weber-HR (she,her): right? Or a team change, but most of time, it was was growth into leadership and I love that and and it creates a really good environment of engagement and and again that connection to a career path and people can come here and say, Yeah, I want to grow, you know, I can grow, it can service. In fact, I was at lunch last week with a dozen or so, not quite well. There’s 10 of them and high-performing leaders, and I was asking them at lunch, What did you want to do before? You came to conservous? Like What did you want to be when you grow up and none of them said, Well, I want to, you know, be a billing leader, right? Or I want to work at a company that does utility billing. Nobody does that
Juli Weber-HR (she,her): And most of them said I didn’t, I didn’t know, I didn’t know what I wanted to be and I love that that there’s a place for people like that who I don’t want to be a teacher, or doctor, or a lawyer or you know, whatever, I don’t know. What I want to do, what I want to make a difference and those that’s that’s who ends up that can service. So here’s the downfall and this is why I call this a little bit of leadership inbreeding because you don’t have a ton of external influences in leadership style or leadership tools or leadership thinking. We tend to just learn from our leaders and when they’re all the same sort of type of leader, then we don’t get them, we don’t get a lot of diversity among the skill sets around our leaders. And so I call that a little, that’s why I call it inbreeding, right? I learned from my leader who learns from their leader who learns from their leader and that’s and they’ve only been a leader at Conservice.
Juli Weber-HR (she,her): And so that’s one of the things that my role is tackling is to diversify. The thinking around leadership and being an avenue or allowing new thought, and new process into the leadership styles, and the leadership tools and and how we influence and take care of our people. There you go,…
Matt Vance: And that is really.
Juli Weber-HR (she,her): that’s leadership in breeding.
Matt Vance: To me, that’s pretty inspirational to be aware of, you know, that unique kind of internal growth that’s happening. And capitalize on the amazing positive elements of loyalty and trust that are built up there while also potentially going back to your theme of being intentionally intentionally incorporating other ways of thinking about leadership and welcoming other leaders that are coming in and being recruited from the outside, to have this more cohesive culture of collaboration and…
Juli Weber-HR (she,her): Hmm.
Matt Vance: One another and learning from each other with different backgrounds and skill sets and lived experiences. I think that’s honestly really, really cool.
Juli Weber-HR (she,her): Well, thanks. I And, you know, I don’t, I don’t talk to say, I know a better way. Because Conservice has been successful and they were successful way before I got here. I’m just trying to just create some other choices I think. So it’s not a replacement it’s in addition to and I I think that feels good if people are embracing that that’s a good thing. So
00:25:00
Matt Vance: I really like that it’s adding on it’s helping take the culture where it needs to go in the future, right? There’s one of my favorite books inspired by Aaron Ian.
Juli Weber-HR (she,her): Yeah.
Matt Vance: He talks about this principle, you know, the culture that got you to where you are today, may not be the precise culture that will get you to…
Juli Weber-HR (she,her): Mm-hmm.
Matt Vance: where you need to go ahead. It doesn’t mean you abandon everything. There are certain elements that can live on and grow precisely, but other things need to evolve and need to mature respectively and appropriately to help drive the organization to the next phase. And the way that you’re approaching that in the leadership development space is honestly really inspirational. So fantastic and a great job of thought. Yeah. And I think the way that the service is A has attracted the talent that
Juli Weber-HR (she,her): But thanks.
Matt Vance: And if it were to abruptly change, I think you would lose, you know,…
Juli Weber-HR (she,her): Mm-hmm.
Matt Vance: like such a vast majority of the people who are there for those reasons. Well, you maintain some of that consistency,…
Juli Weber-HR (she,her): Yeah. Agreed.
Matt Vance: but you can work with what you have and try to train those leaders as they get into those positions and help them, become better to the ones who they’re over.
Juli Weber-HR (she,her): Yeah, absolutely. Absolutely. That’s one thing I can service. Never lacked for applicants. Even through the pandemic. We were still getting way, but way above average, number of applicants. And so I love that people want to work here. And that’s one thing we haven’t had to fight for. So I, that just
Matt Vance: And what would you say are the top two reasons that are like, What are those two, things, two, or three things that drive people to conserve us?
Juli Weber-HR (she,her): Oh, I don’t I don’t I don’t know what I could say because there are so many differences. I mean again like I said, I came for the Diet Coke but
Matt Vance: It’s your soda machine, maybe it’s the fact that you’re a growing company and that attracts the top talent, it’s a picture place to work and…
Juli Weber-HR (she,her): Yeah. Yep. Yep.
Matt Vance: Maybe there’s something else, maybe the conservist cares, right.
Juli Weber-HR (she,her): Yeah, well, and Chris, I think you hit on a couple really good ones. First of all, we’re, we’ve maintained growth even through, what, what would feel like, recessions, right? Because we started in 2000, so the recession of 20089, they continued growth. There, we live through the pandemic, where lots of companies were scaling back, we were not, we’re tied to a lot in a lot of ways, we’re tied to the housing market and so, When people are buying and selling a lot then that creates more work for us. So there’s some opportunities there, but
Juli Weber-HR (she,her): Utility billing as sexy as it isn’t people recognize the stability that it brings right. Everybody has to pay utility bills. That’s never going to go away. That’s not going to fluctuate when you know, inflation is high or inflation is low or right? Or the economy grows or slows, whatever we’re not a We’re not a luxury you know high priced item. We are a commodity that everybody needs and uses and so that is one of our, you know, when you look at a value proposition for an organization. That’s one of the things that I love to sell is the stability that comes from our industry. Unfortunately, it’s not sexy. It’s not, it’s not entertaining, it’s not yeah, it’s super
Matt Vance: Stuff. Yeah, there’s a lot to that.
Juli Weber-HR (she,her): Yeah, but the stability sells itself and that allows us to do some things financially that maybe other companies don’t get to do so.
Matt Vance: Thank you. Now, that makes a lot of sense. So just kind of wrapping up.
Juli Weber-HR (she,her): Yeah.
Matt Vance: We’ve got one other question for you, but we want to flip the conversation upside down and…
Juli Weber-HR (she,her): Okay.
Matt Vance: Ask you. So you’re currently supporting people leaders and helping them be successful. We’d like to hear about your experience on the receiving side. So tell us about a people’s first leader or mentor that made an impact in your career in life. What was the one thing that they did? What made the biggest positive impact?
Juli Weber-HR (she,her): Hmm. So I had a leader at a company prior to working here. Actually, it’s been a couple companies ago. I have a long list of companies I work for, but that again, another podcast but I her name was Becky and she was. She was a great leader. She lived across the country, I lived here, so we didn’t get to spend a lot of time together. But I recognized really early on, when I would just myself, when I would text her like, Hey, I’m not feeling good. I’m gonna work from home or I’m gonna take the day off. Her first response to me was not Okay you can take the day off for okay that’s fine. Her first response was I’m so sorry I hope you feel better and I don’t even know if she knew she was doing this intentionally but that
00:30:00
Juli Weber-HR (she,her): Subtlety of putting me first over the approval, the policy, the rule, whatever it was the situation. Spoke to me. So in such a way that, that is something I have incorporated that any time someone’s like, Hey, I’m not feeling good. I, you know, whatever my first initial response is, I’m sorry that you’re not feeling well, right? I I always try to put the people first in my responses. I do that in emails when someone says Hey I had an employee whose Mom died, or it was in an accident. My first response is always How are everybody? Okay. And I have taken that and that has actually changed the way I think about, and how I talk to to team members. When I was a, when I was a direct leader in this criminal, I don’t have direct reports, I’m just kind of a nice break.
Juli Weber-HR (she,her): But very project focused but when I was the people leader that was something I implemented and my husband is a, he’s a business owner, an entrepreneur and I have tried to encourage him to do the same things like when someone’s calling in, which is frustrating, when you’re short staffed, and it’s all, but I’m like your first response to be, are they okay? And so I’ve tried to put people first in all these situations that I can. So Becky taught me that she was great. She was a great leader and I learned really quickly as well to get a question about how to respond. If I took care of the employee, she didn’t care. I, oh, as long as I took care of the employee that was always going to be her answer and she supported me in that. So she was a really good example.
Matt Vance: It’s amazing how much of a difference being cared for by your leader or, you know, the person who is your direct supervisor, but the difference that makes on your job, your daily inputs, and I think,…
Juli Weber-HR (she,her): Yeah.
Matt Vance: One thing I’ve seen from people is that they quit their job because they don’t like they’re supervisor and oh, when they have that feeling like a nice supervisor, my boss really cares about me and then leaves the loyal and…
Juli Weber-HR (she,her): Yep. Absolutely.
Matt Vance: Then what that attrition and solving those problems. And so hearing actually saves you money or…
Juli Weber-HR (she,her): Yeah.
Matt Vance: Makes you money here, right? So
Juli Weber-HR (she,her): I yes, right if we’re reducing turnover or increasing attrition because people are staying and they’re working through the stressful time or they’re continuing to work through or they’re even in a space where they feel safe that they can address or talk to you about issues that that’s a win-win for 100% and that that’s gonna hit your bottom line. I guarantee it. It’s so hard. I can’t even fathom how many times that will change your bottom line but when an employee can say, Hey boss, I don’t feel safe, I don’t feel respected, I don’t feel heard. How do we fix that? That changes the game, so, Super important.
Matt Vance: That point.
Matt Vance: Training your leaders to be better for them and also to be intentional about our culture and carrying being consistent with those things that the employees care about. And we just want to thank you for being on the podcast with us today.
Juli Weber-HR (she,her): Well.
Matt Vance: Amazing. You. You touched on so many good things and thank you audience…
Juli Weber-HR (she,her): Well.
Matt Vance: to all those who heard our podcasts today. So let’s prioritize profits, my prioritizing people. Thank you.
Juli Weber-HR (she,her): I love it.
Juli Weber-HR (she,her): Thank you guys.
Matt Vance: Thanks Julie.
Matt Vance: Thanks really.