How to Implement New Technology w/ Drivers in Mind

WEBVTT 1 00:00:02.000 --> 00:00:06.960 Welcome to the road forward, a podcast for trucking industry leaders. This is 2 00:00:07.000 --> 00:00:10.679 the show for industry that's like you, hard working, honest leaders who know 3 00:00:10.759 --> 00:00:16.359 there's promise around the next bend and exciting future for the trucking industry and a 4 00:00:16.480 --> 00:00:20.120 chance for your company to thrive. If you see the opportunity ahead but don't 5 00:00:20.120 --> 00:00:23.199 want to travel the tough road alone, join us, as we talked with 6 00:00:23.239 --> 00:00:27.480 business leaders finding their way forward in a changing industry. Let's get into the 7 00:00:27.519 --> 00:00:32.079 show. Welcome to the road forward. I'm Flint Holbrook, your host for 8 00:00:32.159 --> 00:00:36.799 today, and boy are you in for a treat. I've got Jonathan Shaver 9 00:00:36.840 --> 00:00:40.960 with me today, who I met a few weeks ago at jeeps, which 10 00:00:41.039 --> 00:00:47.920 is the grain elevators and processors society. He led an educational session at that 11 00:00:48.039 --> 00:00:55.600 convention about implementing technology in complex organizations and he really did a phenomenal job at 12 00:00:55.640 --> 00:01:02.200 breaking down some of these emotional things that we experience in our organizations down into 13 00:01:02.240 --> 00:01:07.079 this framework that I thought was very clarifying and my lightbulb kind of went off 14 00:01:07.120 --> 00:01:08.040 and I was like, Hey, we've got to have this guy on the 15 00:01:08.079 --> 00:01:12.159 podcast. So thanks for thanks for joining me, Jonathan. Absolutely thank you, 16 00:01:12.239 --> 00:01:15.959 Flint, for the opportunity. Thanks for your interest in having attended the 17 00:01:17.040 --> 00:01:19.879 program in the first place. Yeah, yeah, absolutely, I thought it 18 00:01:19.920 --> 00:01:26.400 was great. So, Jonathan is with envision partners. It's a consulting firm. 19 00:01:26.519 --> 00:01:32.200 His primary focus is helping companies develop leaders within their organization and they do 20 00:01:32.239 --> 00:01:34.879 a really good job of that. His focus is in the food and egg 21 00:01:34.959 --> 00:01:38.319 space, but I think you'll work with anybody, right, Jonathan, I 22 00:01:38.319 --> 00:01:42.079 will, and there are a lot of fleet services the food and egg space. 23 00:01:42.599 --> 00:01:45.799 Yep, that's exactly right. All right. So I walked away from 24 00:01:45.799 --> 00:01:51.560 your education session, you know, thinking, obviously we sell software and I 25 00:01:51.560 --> 00:01:56.359 think a lot of organizations by technology, whether it's from us or somebody else, 26 00:01:56.840 --> 00:01:59.959 and they know that they need it. Right, there's this shining new 27 00:02:00.000 --> 00:02:04.879 tool that is going to change the way they operate their business and they know 28 00:02:04.959 --> 00:02:07.599 that they've got to have it, so they buy it and then, like 29 00:02:07.640 --> 00:02:10.159 six months ago, go by and it's like, why is no one in 30 00:02:10.199 --> 00:02:15.240 our organization using this wonderful technology right, like so, what are they miss 31 00:02:15.280 --> 00:02:22.039 in Jonathan? The short answer is they're missing the fact that technology still interfaces 32 00:02:22.120 --> 00:02:28.759 with people and it's the people part of the technology adoption, utilization and becoming 33 00:02:28.800 --> 00:02:34.360 proficient with it. That is really the key. Having some plan too, 34 00:02:34.520 --> 00:02:40.919 for implementation via people. We spend most of our time actually developing the technology 35 00:02:42.000 --> 00:02:47.719 or deciding which technology will solve our problems, figuring out how that technology integrates 36 00:02:47.719 --> 00:02:53.199 with our current systems and current processes. Bring it on board, we figure 37 00:02:53.199 --> 00:02:58.280 out the financial piece, we figure out the business case for it, we 38 00:02:58.439 --> 00:03:01.560 make that justification. So we think, okay, we're done. We've put 39 00:03:01.599 --> 00:03:07.919 a lot of effort into this and we in the leadership office have a really 40 00:03:07.960 --> 00:03:10.560 great case for this. We understand why this is so awesome. We get 41 00:03:10.599 --> 00:03:15.680 the picture, and then we deploy that technology and it falls flat, just 42 00:03:15.759 --> 00:03:21.840 like you said, doesn't achieve its desired outcomes. Right. We often refer 43 00:03:21.919 --> 00:03:27.039 to that as failure, right, and they estimate that seventy percent of all 44 00:03:27.120 --> 00:03:31.680 change initiatives fail, and the definition of failures kind of loose, but it 45 00:03:31.719 --> 00:03:37.080 just means that it doesn't meet its expectations. So that's what's missing, is 46 00:03:37.120 --> 00:03:40.919 the people part, right, the people. So what you're saying in other 47 00:03:42.080 --> 00:03:46.120 words, and I've used this analogy in the past, is ultimately technology is 48 00:03:46.159 --> 00:03:50.039 just a tool, right, it's just like the hammer that I have in 49 00:03:50.080 --> 00:03:53.960 my garage and if I never actually go swing it at a nail, like 50 00:03:54.159 --> 00:03:58.960 it. It's just sitting there. Right. It's collecting dust. It's not 51 00:03:59.199 --> 00:04:02.759 we're not meeting expectations with the tool. And so what you're saying is that 52 00:04:03.199 --> 00:04:06.639 it really all comes down to the people. That's right, the people that 53 00:04:06.639 --> 00:04:11.759 are going to be using the technology. So if you have a hammer and 54 00:04:11.759 --> 00:04:15.800 that's what you're introducing, is your new technology, but you haven't told anybody 55 00:04:15.800 --> 00:04:18.240 what it does, how it could be useful, how it could benefit them, 56 00:04:18.240 --> 00:04:21.639 how can make their job easier, I can make their job safer, 57 00:04:23.120 --> 00:04:26.959 or you even before you talk about how to use it, then we're not 58 00:04:27.040 --> 00:04:30.879 likely to start using this new implement this new implement with called a hammer, 59 00:04:30.920 --> 00:04:34.160 will just keep using rocks. Right, yeah, even though you figured out 60 00:04:34.160 --> 00:04:38.600 that they're these things called nails and there's things called hammers and they work really 61 00:04:38.600 --> 00:04:43.600 well together. You figured that out as the leader of the organization that the 62 00:04:43.639 --> 00:04:48.160 hammers the right thing, but I'm not going to start using it if I 63 00:04:48.160 --> 00:04:54.040 don't see a reason why. Right, right, I haven't explained to you 64 00:04:54.079 --> 00:04:58.800 the benefits of the hammer that's from and not not to be confused with the 65 00:04:58.879 --> 00:05:00.920 Texas Hammer if you're listening to this and Oh, like, I don't want 66 00:05:00.920 --> 00:05:05.199 to use the hammer. We're not talking about the attorney here. Oh Yeah, 67 00:05:06.120 --> 00:05:10.360 all right. So, Jonathan, what like, what is it? 68 00:05:10.360 --> 00:05:14.879 And I know you've got a ton of experience here, like what is the 69 00:05:15.040 --> 00:05:20.920 right way to go about implementing technology so that you actually get the benefits that 70 00:05:20.959 --> 00:05:26.360 you expect from it, knowing that it's all about people, m so this 71 00:05:26.399 --> 00:05:31.879 process of bringing on technology into your organization starts somewhere in the organization. Let's 72 00:05:31.920 --> 00:05:36.759 just say that's at leadership level, that there are people who are making strategic 73 00:05:36.800 --> 00:05:43.120 decisions to buy, to implement, to integrate new technologies, and the sooner 74 00:05:43.319 --> 00:05:50.680 you start integrating other people into that conversation the better. So that's really the 75 00:05:50.759 --> 00:05:56.319 starting point, Flan, is to as soon as you're ready, to start 76 00:05:56.360 --> 00:06:00.600 telling the story, because eventually it will get out what we're getting, this 77 00:06:00.639 --> 00:06:03.240 new hammer, we're getting this new technology, what they're changing, the kinds 78 00:06:03.240 --> 00:06:06.480 of trucks that were driving, right, whatever it is. As soon as 79 00:06:06.519 --> 00:06:12.680 that information gets out, the immediate thing we start doing is creating stories about 80 00:06:12.680 --> 00:06:18.680 what information were missing, creating myths and we create our own narrative, our 81 00:06:18.680 --> 00:06:24.439 own story about whatever leadership is doing to us or for you know, against 82 00:06:24.480 --> 00:06:28.839 us. Or usually it's not a positive story, and sometimes it's really tragic, 83 00:06:28.920 --> 00:06:31.120 like Whoa this change is? They go home and say to their their 84 00:06:31.199 --> 00:06:34.160 partner, I'm going to lose my job. Right, and has nothing to 85 00:06:34.199 --> 00:06:41.000 do with it. They create very dramatic stories. And what ends up happening 86 00:06:41.040 --> 00:06:45.920 with this gap, with this opportunity to create myth is now, when you 87 00:06:45.959 --> 00:06:50.000 are ready to launch the technology or start telling the story, you've got to 88 00:06:50.199 --> 00:06:56.920 UN learn what people have already told themselves is the truth and then replace it 89 00:06:57.000 --> 00:07:00.839 with new truth, with what we think is the real truth. Right. 90 00:07:00.920 --> 00:07:03.759 And so, since you ask the question that way, like what's the first 91 00:07:03.800 --> 00:07:10.680 thing to do is start telling people as soon as possible, art creating awareness 92 00:07:10.720 --> 00:07:15.600 around the change that's coming. We tend to hold to tow until I have 93 00:07:15.680 --> 00:07:17.000 all the answers, to I know exactly how this is going to work, 94 00:07:17.000 --> 00:07:20.680 till right I don't want to confuse people, don't want upset people by giving 95 00:07:20.680 --> 00:07:25.639 them information too early. Well, you're going to anyway. They're going to 96 00:07:25.680 --> 00:07:30.000 start getting the information, and so come right out and be honest, Trans 97 00:07:30.000 --> 00:07:31.920 Parent, and say hey, we think we're going to try this new technology 98 00:07:32.000 --> 00:07:35.360 out. What do you think? What would be? You know, start 99 00:07:35.399 --> 00:07:44.959 asking questions or making people aware and and actually engage the eventual users in helping 100 00:07:45.120 --> 00:07:48.160 to create the implementation. Got It? Got It. Okay. So you 101 00:07:48.240 --> 00:07:55.680 introduced, Jonathan, this framework when I saw you speak at the jeeps convention, 102 00:07:55.680 --> 00:08:00.319 called the add car, and I would love if you could quickly lay 103 00:08:00.360 --> 00:08:03.560 that out here on the podcast because I found it so clarifying and I think 104 00:08:03.560 --> 00:08:09.000 that our listeners will as well. All right, right, so add car 105 00:08:09.040 --> 00:08:13.079 is an acronym adkare. For anybody's listening. This is even. Write that 106 00:08:13.120 --> 00:08:18.040 down and we'll kind of run through that. And add car is a model 107 00:08:18.079 --> 00:08:24.600 for communicating to individuals in the organization this change. So what I just finished 108 00:08:24.639 --> 00:08:30.160 talking about is the early communication will. What do we actually talk about? 109 00:08:30.240 --> 00:08:33.559 Well, that first thing you're going to be talking about is making people aware. 110 00:08:33.600 --> 00:08:37.120 That's the first a of the change, of the reason for the change, 111 00:08:37.240 --> 00:08:41.480 not that change is coming, but what's the business reason? This going 112 00:08:41.519 --> 00:08:46.080 to save US money? Is this going to reduce costs? Is this going 113 00:08:46.120 --> 00:08:50.360 to make us more efficient? Is this going to help the business be more 114 00:08:50.399 --> 00:08:56.200 profitable? Whatever the business reason is for implementing technology, whatever problem is being 115 00:08:56.240 --> 00:09:01.159 solved with this new technology. That's the awareness of why it's important. People 116 00:09:01.159 --> 00:09:03.440 want to know that there's a reason. I'm necessarily are going to agree with 117 00:09:03.480 --> 00:09:07.039 you, but give them a reason. So awareness. The second one is 118 00:09:07.080 --> 00:09:11.720 desire, the D in that model, and that is helping individuals to emotionally 119 00:09:11.720 --> 00:09:18.320 accept the change that's going to happen. Oh, so you're going to be 120 00:09:18.399 --> 00:09:22.720 using these da cameras and you need to make sure, I need to make 121 00:09:22.759 --> 00:09:26.399 sure that I need turn it on before I leave or I need to use 122 00:09:26.399 --> 00:09:31.960 electronic logging systems instead of paper. That's a behavior change. There's a business 123 00:09:31.960 --> 00:09:35.039 reason for it's I'm aware of it, but do I really want to do 124 00:09:35.080 --> 00:09:37.080 it? How does it benefit me? And that's the number one thing that 125 00:09:37.080 --> 00:09:41.600 we call it with them. What's in it for me? And if you 126 00:09:41.600 --> 00:09:45.879 can explain that to an individual, most people will okay, I can see 127 00:09:45.879 --> 00:09:50.840 how this benefits me or how it benefits our organization, and so we have 128 00:09:50.879 --> 00:09:54.399 to create that. And then then comes the knowledge part. Well, how 129 00:09:54.440 --> 00:09:58.799 do I use this new technology? How do I use this new software? 130 00:09:58.840 --> 00:10:03.080 And that's actually where we tend to begin is training. We think, okay, 131 00:10:03.120 --> 00:10:05.960 we just tell people how to use it and they'll do it and it 132 00:10:05.159 --> 00:10:09.919 most we might give them one or two sentences or slides that say here's why 133 00:10:09.960 --> 00:10:13.759 this is important, here's why you love it. Now let me tell you 134 00:10:13.759 --> 00:10:18.080 how to use it. Well, it takes time to get into that emotional 135 00:10:18.120 --> 00:10:20.759 state, to be prepared for the actual learning of how to do something, 136 00:10:22.159 --> 00:10:24.799 and then the A and the R come afterwards. Is You have to give 137 00:10:24.799 --> 00:10:28.919 people the ability to try things out, to make mistakes. Often we implement 138 00:10:30.039 --> 00:10:33.919 technology we've been thinking about it for months and years and we know exactly we've 139 00:10:33.960 --> 00:10:37.720 trialed it out, maybe in some pilots or we've used it ourselves. We 140 00:10:37.759 --> 00:10:41.639 introduced everyone else and we expect them to grab a hold of it perfectly the 141 00:10:41.639 --> 00:10:46.559 first time. So the ability is to give people a chance to try the 142 00:10:46.559 --> 00:10:48.679 technology out, try out the new way to do it, and then the 143 00:10:48.720 --> 00:10:54.519 ares. The final is thinking. It's not over when you've put you've installed 144 00:10:54.559 --> 00:11:01.159 the software. It's reinforcement, rewarding people who are doing the behaviors that you 145 00:11:01.240 --> 00:11:05.240 want. When people are not doing the behaviors you want or they're being or 146 00:11:05.279 --> 00:11:09.679 other people are making fun of others, who are maybe adopting or positive about 147 00:11:09.679 --> 00:11:13.919 the technology. Well, you're just you know, I use work gloves as 148 00:11:13.919 --> 00:11:16.919 my example. You don't want to be seen as a whim for wearing work 149 00:11:16.919 --> 00:11:20.279 gloves, even though we're gloves are good safety tool and if somebody makes fun 150 00:11:20.320 --> 00:11:24.200 of you for wearing work gloves, so that shouldn't be an acceptable behavior. 151 00:11:24.200 --> 00:11:28.759 So that's reinforcing the behaviors that you want to seek. So add car is 152 00:11:28.840 --> 00:11:35.159 sort of a model for individual behaviors, thinking about how we're going to help 153 00:11:35.200 --> 00:11:37.679 an individual change, because if you get each individual to change, then your 154 00:11:37.759 --> 00:11:41.840 organization has changed. Add car, got it, got it, and that's 155 00:11:43.559 --> 00:11:46.360 I just find. I find this add car, I fend. I find 156 00:11:46.399 --> 00:11:50.519 this so, so powerful. So I'm curious. I think most of our 157 00:11:50.679 --> 00:11:56.600 at least in transportation, I think desire is probably the biggest thing that we 158 00:11:56.639 --> 00:11:58.440 have to focus on, as I'm sure it is in a lot of other 159 00:11:58.440 --> 00:12:03.240 industry's. You know, there's not a huge knowledge gap right like a lot 160 00:12:03.279 --> 00:12:07.399 of the technology is pretty easy to use. It's getting our people to want 161 00:12:07.480 --> 00:12:11.519 to use the technology and then reinforcing I think you have to continue to reinforce 162 00:12:11.559 --> 00:12:16.200 that because we see turnover so often in the industry, right, like we 163 00:12:16.240 --> 00:12:22.720 have to continue to reinforce in the organization why it's important. Do you have 164 00:12:22.759 --> 00:12:26.039 any tips, Jonathan, on tackling desire? I mean when here's one thing 165 00:12:26.080 --> 00:12:31.159 I've heard people do, and I would love your opinion, and maybe you 166 00:12:31.200 --> 00:12:35.360 can extend this, is, before we're going to implement a new technology, 167 00:12:35.360 --> 00:12:39.039 we might build the awareness by saying, Hey, we have to get I'm 168 00:12:39.080 --> 00:12:43.440 going to use cameras here as an example. We have to get cameras. 169 00:12:43.480 --> 00:12:48.919 Are Insurance Company is telling us we must have cameras. And then comes this 170 00:12:48.000 --> 00:12:52.600 desire, right, like how do I get my drivers to get on board 171 00:12:52.679 --> 00:12:58.159 with getting these cameras? And one thing people have done is, let's bring 172 00:12:58.279 --> 00:13:01.120 all the drivers in a room or all my employees in a room and let's 173 00:13:01.399 --> 00:13:05.200 let's talk about it, right, like let's put all of our concerns on 174 00:13:05.240 --> 00:13:09.639 the table and have a very honest conversation about why we are doing this, 175 00:13:11.039 --> 00:13:15.679 when we are doing this and how we are doing this. And sometimes they're 176 00:13:15.720 --> 00:13:18.639 I think that there should probably be a feedback loop there, right. So, 177 00:13:18.039 --> 00:13:22.080 Hey, team, how should we structure the program so that it works 178 00:13:22.159 --> 00:13:26.639 for you? Right? And so that question that you just asked. How 179 00:13:26.639 --> 00:13:30.159 do we structure the program so that it works for you? By the way, 180 00:13:30.200 --> 00:13:33.799 should be something that gets asked much earlier than we're rolling it out, 181 00:13:33.039 --> 00:13:37.519 or we rolled it out yesterday, and then bring them in and say how 182 00:13:37.559 --> 00:13:41.080 could we structure this? Right. So, again I want to go back 183 00:13:41.080 --> 00:13:45.039 to that early. Bring that in, that question in early so we can 184 00:13:45.080 --> 00:13:48.320 structure it for your benefit so that it works for you. Now they're going 185 00:13:48.320 --> 00:13:54.080 to be limits to that question, obviously, because there's the insurance companies requiring 186 00:13:54.200 --> 00:13:56.159 everyone does it not? Some of you do it, or then then it's 187 00:13:56.240 --> 00:13:58.519 on all the time, not that it's on some of the time. Right. 188 00:13:58.559 --> 00:14:05.080 So, so asking that question and listening to the answers. I love 189 00:14:05.159 --> 00:14:07.080 the example tod gave. brought it, bring everybody in the room, hear 190 00:14:07.159 --> 00:14:13.759 them out early. The trap we fall into is the need to then respond 191 00:14:13.879 --> 00:14:18.799 right away. So it's a listening session, not a listen. Let me 192 00:14:18.840 --> 00:14:24.240 tell you why you're wrong, session. So that way you can think about 193 00:14:24.279 --> 00:14:30.480 the actual answers and consider what people said. If you respond right away, 194 00:14:31.159 --> 00:14:37.879 you actually having considered people's comments. You haven't taken the time to honestly respect 195 00:14:37.919 --> 00:14:41.279 you. That's true. You ask them, and so one of the things 196 00:14:41.320 --> 00:14:46.919 I recommend is have the listening session and then that loop happens later. Come 197 00:14:46.960 --> 00:14:50.200 back and say, Flint, here are the three things that I heard from 198 00:14:50.279 --> 00:14:54.519 you about how to make this better. Number one, we can do to 199 00:14:54.840 --> 00:14:58.279 just isn't going to work for in our business model. You know in three 200 00:14:58.320 --> 00:15:05.120 here's how I've modified it. Right, wow, you didn't get your way, 201 00:15:05.159 --> 00:15:09.399 but you were heard and most people are reasonable to say, listen, 202 00:15:09.480 --> 00:15:13.240 I worked for a company, I not the CEO, I don't get to 203 00:15:13.279 --> 00:15:18.279 make all the decisions, I don't necessarily know everything or want to know everything, 204 00:15:18.360 --> 00:15:24.200 but man, they respected my opinion and then gave me feedback on how 205 00:15:24.240 --> 00:15:31.039 they use that information. Most people are very pleased with that. They they 206 00:15:31.120 --> 00:15:37.759 appreciate that kind of respect from their organization. And so separating listening from feedback 207 00:15:37.759 --> 00:15:45.519 so that you really consider that and then by considering it you're also able to 208 00:15:45.559 --> 00:15:48.279 come up with different ways of desire. So I thought of an example here, 209 00:15:48.320 --> 00:15:54.159 is that if your insurance costs go down because you're using cameras right, 210 00:15:54.200 --> 00:15:56.080 well, what does that mean for a business sense? Well, that means 211 00:15:56.080 --> 00:15:58.639 we can turn over the trucks that much faster. You know if you could 212 00:15:58.639 --> 00:16:04.279 come up with some sort of example of wow, if we reduce our insurance 213 00:16:04.320 --> 00:16:10.879 claims by ten percent, that means we can buy an extra new truck for 214 00:16:10.919 --> 00:16:15.080 our fleet every year. And you know what, that reduces the average age 215 00:16:15.120 --> 00:16:19.080 of our vehicles and gives you better things to drive and whatever that benefit would 216 00:16:19.080 --> 00:16:26.799 be, or pay or something about how you're going to turn this expectation of 217 00:16:26.840 --> 00:16:33.159 a behavior change into a benefit to the individual or to the company. That 218 00:16:33.320 --> 00:16:36.559 then benefits the individual, because we like to say if the company does well, 219 00:16:36.559 --> 00:16:37.919 we all do well. But they need to see that, they need 220 00:16:38.240 --> 00:16:42.039 and be transparent about it, even if it's going to say, listen, 221 00:16:42.120 --> 00:16:48.639 we're family owned and and we're trying to make a profit. Just say that's 222 00:16:48.720 --> 00:16:52.639 that's what we do. But most people accept that there's a business, so 223 00:16:52.720 --> 00:16:56.519 tell me where the money's at. That's a that's a good one. Yeah, 224 00:16:56.559 --> 00:17:00.840 that's really powerful. So, and I think if you're listening to this, 225 00:17:00.840 --> 00:17:03.799 this, Jonathan, might be our fifth guest in a row now. 226 00:17:03.879 --> 00:17:07.039 You know we're the conversation has come back to to our people and that we 227 00:17:07.079 --> 00:17:12.519 actually have to listen to our people and take their feedback and whether we can 228 00:17:12.559 --> 00:17:17.319 do it or not do it, coming back to them and just saying, 229 00:17:17.359 --> 00:17:21.279 Hey, I can do this or I can't do that. And here's why 230 00:17:21.519 --> 00:17:26.359 like that feedback loop is extremely powerful for your culture, because I think we 231 00:17:26.400 --> 00:17:30.039 heard, was it last week on the show or two weeks ago? Someone 232 00:17:30.160 --> 00:17:36.799 said good people leave bad companies, right, which is to I guess, 233 00:17:36.799 --> 00:17:40.319 maybe to dive a step deeper. If we don't have that feedback loop in 234 00:17:40.359 --> 00:17:45.640 our people, their opinions are not valid and valued. There's a high probability 235 00:17:45.720 --> 00:17:51.000 that they're going to leave your organization, no matter what technology you're implementing. 236 00:17:51.640 --> 00:17:55.400 That's right. Agree with you, flend. And when it comes to change, 237 00:17:56.039 --> 00:17:59.000 there's there's something called the change curve and anybody could look this up, 238 00:17:59.039 --> 00:18:06.079 and it has, and that anytime you introduce that something is a change, 239 00:18:06.079 --> 00:18:11.240 something's ending. It's usually comfort with how I do things. I'm usually comfortable, 240 00:18:11.279 --> 00:18:15.079 and so comes from the world of grief actually, and so when we 241 00:18:15.119 --> 00:18:22.720 lose something we go through a denial and anger and resistance stage before we come 242 00:18:22.720 --> 00:18:27.319 into an acceptance stage, and so there's this downward slope in terms of energy 243 00:18:27.359 --> 00:18:34.400 and productivity before we finally accept the change. And all change goes through that 244 00:18:34.400 --> 00:18:38.960 depression, and the only thing we can do during that downward slope is to 245 00:18:40.039 --> 00:18:44.880 listen, is to say, I hear your concerns, I hear what you're 246 00:18:44.920 --> 00:18:48.920 having to say. Let's try this small thing. Just try it once, 247 00:18:48.359 --> 00:18:52.640 just do part of it, you know. And so whence people start seeing 248 00:18:52.640 --> 00:18:56.200 some success with Oh, because this isn't so hard. I guess, this 249 00:18:56.319 --> 00:19:02.160 isn't so painful, they're more likely than to be self motivated to take on 250 00:19:02.200 --> 00:19:03.599 the next step, in the next step, in the next step and achieve 251 00:19:03.680 --> 00:19:10.880 that desired outcome. And so being clear what the desired outcome to is also 252 00:19:11.000 --> 00:19:14.640 very important when it comes to communication. Say This is what success looks like 253 00:19:14.680 --> 00:19:18.920 over here. You've been doing really great before and we're going to come over 254 00:19:18.960 --> 00:19:22.799 here and do even better. So make sure you're rewarding the past. Don't 255 00:19:22.839 --> 00:19:26.240 tell people what you've been doing hasn't been up to par. So therefore, 256 00:19:26.279 --> 00:19:30.079 we're going to do something new. Yeah, they've they've been doing what's been 257 00:19:30.119 --> 00:19:33.920 expected of them in the best and now you want to do something different. 258 00:19:34.279 --> 00:19:40.839 So make sure you celebrating that past as you're communicating to people about what's coming. 259 00:19:41.119 --> 00:19:42.920 That's that's powerful. That's a yeah, that's it. That's a really 260 00:19:42.920 --> 00:19:47.240 good thought because so often as business leaders, were just focused on the future, 261 00:19:47.319 --> 00:19:49.559 right full steam ahead, but we got to remember our people may not 262 00:19:49.599 --> 00:19:55.000 be as focused on the future as we are as executives and leaders in the 263 00:19:55.079 --> 00:19:59.960 organization. Yeah, so that's that's a really good idea. We've gotta incorporate 264 00:20:00.039 --> 00:20:03.200 that in our communication. So I'm curious, Jonathan, if somebody's listening to 265 00:20:03.240 --> 00:20:07.920 this show and saying hey, I'm really struggling right now with change in my 266 00:20:08.000 --> 00:20:12.440 organization, how would they get in touch with you? Well, thanks for 267 00:20:12.480 --> 00:20:18.160 asking that. So envision partners is by company and I think when you Google 268 00:20:18.200 --> 00:20:21.559 it I'm the only one. But but linkedin is a really great place to 269 00:20:21.599 --> 00:20:23.960 find me in terms of if people want to follow for a while and see 270 00:20:25.000 --> 00:20:29.440 what see, what kind of advice and information I give out there about about 271 00:20:29.599 --> 00:20:33.559 change, about leadership development. But have a website as well. WWW vision 272 00:20:33.599 --> 00:20:40.559 partners lllccom at. I also post to keep a blog. We are Linkedin 273 00:20:40.720 --> 00:20:45.519 and find me out there. Absolutely and I am in Minneapolis, Minnesota, 274 00:20:45.640 --> 00:20:49.240 but that does not keep me from traveling. Travel all over the world doing 275 00:20:49.319 --> 00:20:53.759 change management projects and supporting companies. So, as you said, primarily in 276 00:20:53.799 --> 00:20:59.720 the food and egg but food and egg has all of those sectors inside of 277 00:20:59.720 --> 00:21:03.079 it just happens to be an industry that I'm is part of my background and 278 00:21:03.160 --> 00:21:08.160 one where I have a lot of passion and interest to serve. Yep, 279 00:21:08.240 --> 00:21:11.799 yeah, that's that's great. Look, it's close to my heart as well. 280 00:21:11.839 --> 00:21:15.200 I was an EXFFA guy and in high school, you know, I 281 00:21:15.200 --> 00:21:19.000 wore the blue jacket, as Hucky as it seems looking back on it, 282 00:21:19.039 --> 00:21:23.279 but it was a phenomenal experience. Yeah, so also close to my heart, 283 00:21:23.279 --> 00:21:26.000 but that's that's great. Feel free, if you're listening, to reach 284 00:21:26.000 --> 00:21:30.240 out to Jonathan. I mean if you can't tell from the show, which 285 00:21:30.240 --> 00:21:33.680 I'm sure you can, he's a super nice, down to Earth Guy and 286 00:21:33.720 --> 00:21:37.880 I'm sure it would be thrilled to chat with anybody. So feel feel free 287 00:21:37.960 --> 00:21:42.000 to reach out Jonathan. I'm curious, since this is the road forward, 288 00:21:42.039 --> 00:21:45.240 what do you have on, you know, like what's in your mind? 289 00:21:45.279 --> 00:21:48.759 What do you have your eye on for your road forward over the next twelve 290 00:21:48.799 --> 00:21:53.200 months? MMMM well, very good, so played. I'm a I'm a 291 00:21:53.240 --> 00:21:59.359 Solopreneur, so I'm I'm a independent and have been doing this on my own 292 00:21:59.400 --> 00:22:02.920 for twelve years, but, as the name implies, that's a mission partners 293 00:22:03.000 --> 00:22:07.759 and so one of the things that I constantly doing is building partnerships, and 294 00:22:07.799 --> 00:22:11.400 so there are a lot of us out here that provide this kind of services 295 00:22:11.480 --> 00:22:18.799 to companies, both medium and large companies, and so my twelvemonth rising is 296 00:22:18.960 --> 00:22:25.640 continuing to build those partnerships and being able to provide holistic talent management to companies. 297 00:22:25.920 --> 00:22:30.759 So I work primarily in this transition of individuals, but as we go 298 00:22:30.799 --> 00:22:33.480 through mergers and acquisitions, that we need to move lots of people into new 299 00:22:33.559 --> 00:22:37.039 roles at the same time. That's something that's of a lot of interest to 300 00:22:37.039 --> 00:22:41.000 me, and so when I'm looking at that road forward, things that are 301 00:22:41.000 --> 00:22:45.599 a little bit more company wide rather than individual at a time, and company 302 00:22:45.599 --> 00:22:51.119 wide work means that I'm bringing in lots of partners to support me in that, 303 00:22:51.279 --> 00:22:53.640 and so I've buil a lot of partnerships over the years, and so 304 00:22:53.680 --> 00:22:59.240 I'm excited to bring a lot of excellent people into an organization and kind of 305 00:22:59.279 --> 00:23:03.039 oversee that a little bit. That's yeah, that's great. That's so you're 306 00:23:03.160 --> 00:23:07.759 you'll be kind of doing your own internal change management. Oh, yes, 307 00:23:07.799 --> 00:23:11.200 constantly. That's is yes, my whole career has been about change management. 308 00:23:12.400 --> 00:23:15.920 That's funny. That's great. With Jonathan, think thanks so much for joining 309 00:23:15.920 --> 00:23:21.039 me today. I mean this was I think we shared some really useful information 310 00:23:21.599 --> 00:23:23.720 and I think I'm going to print this ad car method up on this great 311 00:23:23.759 --> 00:23:26.680 big poster and hang it in my office so I don't forget it as I 312 00:23:26.720 --> 00:23:32.240 talked to customers. But thanks so much for joining. Absolutely my pleasure of 313 00:23:32.240 --> 00:23:34.400 Flint. Thank you very much for the invitation. Yes, sir, so 314 00:23:34.599 --> 00:23:38.039 Jonathan's going to stay on with me. After the show we're going to record 315 00:23:38.079 --> 00:23:41.000 the fast five. So if you don't know about the fast five, this 316 00:23:41.079 --> 00:23:45.200 is five rapid fire questions that we ask every guest on the show. We 317 00:23:45.279 --> 00:23:51.400 then email out his answers. Are Guest answers. Today it's Jonathan's answers to 318 00:23:51.440 --> 00:23:55.920 our entire email list after the episode airs. So if you have not subscribed 319 00:23:56.000 --> 00:24:00.839 yet to our mailing list, go to the road forward podcastcom. That's the 320 00:24:02.240 --> 00:24:07.559 road forward PODCASTCOM and I've got to say that we really love reviews. So 321 00:24:07.640 --> 00:24:10.160 if you're listening to the show and you think, Hey, I actually got 322 00:24:10.200 --> 00:24:14.039 something out of this episode, wherever you get your podcast where. That's apple 323 00:24:14.200 --> 00:24:18.519 or Android or you name the podcast player. Scroll down there, just click 324 00:24:18.599 --> 00:24:21.319 the five stars. You don't have to type A review. Just click on 325 00:24:21.359 --> 00:24:23.359 the five stars if you like us and look if you if you leave us 326 00:24:23.400 --> 00:24:26.599 a review, shoot me a text message. My numbers eight zero, six, 327 00:24:27.000 --> 00:24:30.440 six hundred and forty two, five three eight zero. Be Sure to 328 00:24:30.480 --> 00:24:34.480 send me your address because I just got an order a swag in for our 329 00:24:34.519 --> 00:24:41.359 next convention. It looks absolutely phenomenal. Cannot wait to give it out and 330 00:24:41.400 --> 00:24:42.920 I would love to drop some of this in the mail to you. So 331 00:24:44.039 --> 00:24:45.920 again, that's eight zero, six, six, four two, five three 332 00:24:47.000 --> 00:24:52.440 eight zero. And keep in mind that our industry is changing really rapidly and 333 00:24:52.519 --> 00:24:57.880 you really should take a second sit back, think strategically about your company's road 334 00:24:59.039 --> 00:25:06.079 forward and remember, keep up the good work. If you manage a truck 335 00:25:06.119 --> 00:25:08.599 fleet, you go to bed every night driving that three am phone call, 336 00:25:08.759 --> 00:25:12.240 because that call is never a good one. Either your drivers tell you they 337 00:25:12.240 --> 00:25:15.319 have a flat tire and the shipment's delayed, or they were shut down and 338 00:25:15.319 --> 00:25:18.039 take it at the way station. If the thought of those middle of the 339 00:25:18.119 --> 00:25:22.680 night calls keeps you up at all hours, truck spy can help. Truck 340 00:25:22.720 --> 00:25:26.440 spy gives managers total visibility into what's happening on the road. Companies use our 341 00:25:26.440 --> 00:25:30.599 hardware to make sure their fleets are productive and say so that managers like you 342 00:25:30.640 --> 00:25:34.400 can see in real time where their trucks are and what they're doing. More 343 00:25:34.400 --> 00:25:40.039 trucks make it on time and without issues or losses, helping you rest easy. 344 00:25:40.119 --> 00:25:44.640 Learn more at trucks by DOT IO. You've been listening to the road 345 00:25:44.720 --> 00:25:48.359 forward, the show for trucking industry that's like you. If you want to 346 00:25:48.400 --> 00:25:52.799 hear from other business owners who've seen trends come and go, all the while 347 00:25:52.880 --> 00:25:56.519 building lasting businesses that keep America running, make sure you're subscribed to catch more 348 00:25:56.519 --> 00:26:00.720 episodes. To easily find the show on your favorite podcast player, go to 349 00:26:00.759 --> 00:26:03.799 the road forward podcastcom. Until next time, keep your eyes on the road 350 00:26:03.839 --> forward.