Using Culture to Build Better Safety Programs & Buy-In from Employees

WEBVTT 1 00:00:00.000 --> 00:00:04.919 There are no boundaries to this culture. I think it's always changing. You 2 00:00:04.960 --> 00:00:08.560 know, it's kind of a living thing. You don't just say I've got 3 00:00:08.560 --> 00:00:13.679 a culture and and stock. Welcome to the road forward, a podcast for 4 00:00:13.720 --> 00:00:18.320 trucking industry leaders. This is the show for industry that's like you, hard 5 00:00:18.359 --> 00:00:24.399 working, honest leaders who know there's promise around the next bend and exciting future 6 00:00:24.480 --> 00:00:27.879 for the trucking industry and a chance for your company to thrive. If you 7 00:00:27.920 --> 00:00:31.679 see the opportunity ahead but don't want to travel the tough road alone, join 8 00:00:31.800 --> 00:00:35.240 us, as we talked with business leaders finding their way forward in a changing 9 00:00:35.280 --> 00:00:43.280 industry. Let's get into the show. Welcome to the road forward podcast. 10 00:00:43.320 --> 00:00:47.280 I'm your host, Flynn Hole Brook, and I have Brit bailiff with me 11 00:00:47.359 --> 00:00:53.840 today. Brent is the safety director at beachnr grain and they have operations mostly 12 00:00:53.840 --> 00:00:57.560 in Kansas, but all over the Midwest, and Brent is not only in 13 00:00:57.679 --> 00:01:03.359 charge of safety for their transportation fleet of about fifty trucks, but safety in 14 00:01:03.399 --> 00:01:08.239 general for an organization that has grain silos and and fertilize are and all kinds 15 00:01:08.319 --> 00:01:15.760 of different operations going on, and so I uncovered something really interesting when I 16 00:01:15.799 --> 00:01:21.359 was visiting with Brent before the show about culture and he's been in safety a 17 00:01:21.400 --> 00:01:25.719 long time and he said that the most important thing about safety is building a 18 00:01:25.719 --> 00:01:30.879 good culture and that's how you sustained a good safety program so, Brett, 19 00:01:30.879 --> 00:01:34.519 tell me what what is so important about culture? Well, Plann, I 20 00:01:34.560 --> 00:01:40.920 think you know, cultures the basic principle that we have to build around. 21 00:01:41.000 --> 00:01:44.840 And if you don't have a culture, or in other words the buy in 22 00:01:45.120 --> 00:01:49.200 from all of your employees, in my opinion, all the safety policies, 23 00:01:49.239 --> 00:01:56.280 procedures, all the written stuff really doesn't isn't effective without that buy in. 24 00:01:56.599 --> 00:02:00.239 And so is that what people are doing wrong in safety? Are People going 25 00:02:00.280 --> 00:02:06.760 out and building policies and procedures and trying to enforce some without getting that buy 26 00:02:06.840 --> 00:02:09.560 in? Is that a common thing that you see? I think it is. 27 00:02:09.599 --> 00:02:15.759 I think a lot of people base their safety programs around regulations and what's 28 00:02:15.840 --> 00:02:21.319 required of them, and following the regulations is just really a first step. 29 00:02:21.360 --> 00:02:24.039 If you don't really have that buy in, I really don't think your people 30 00:02:24.360 --> 00:02:28.960 are being safe on a daily basis. So how do you get by? 31 00:02:29.280 --> 00:02:34.560 I've heard you say that twice. Well, I think the the the biggest 32 00:02:34.599 --> 00:02:39.439 thing you have to do is include all of your employees in that safety program 33 00:02:39.439 --> 00:02:44.400 from beginning to end. So if you're if, for example, if you're 34 00:02:44.439 --> 00:02:47.759 developing a procedure or policy, the employees have to be a part of that 35 00:02:47.800 --> 00:02:52.240 development in order for them to have the buy in, in order to, 36 00:02:52.520 --> 00:02:54.599 you know, make that policy work on a daily basis. And so, 37 00:02:54.960 --> 00:02:59.520 Britt how, and look, I'll tell you I owned a trucking company at 38 00:02:59.520 --> 00:03:02.000 one point my life and I was terrible at this. How do you, 39 00:03:02.120 --> 00:03:07.479 I mean, how do you in practice, actually go out and and build 40 00:03:07.560 --> 00:03:12.680 this safety culture and get by in and and make this work in the real 41 00:03:12.759 --> 00:03:15.159 world? That's a that's a that's the million dollar question, I guess, 42 00:03:15.159 --> 00:03:20.919 Flint, it's just it's just a daily activity that you have to do. 43 00:03:20.960 --> 00:03:23.960 You have to be in front of employees on a regular basis. You have 44 00:03:24.000 --> 00:03:28.560 to make them, you know, included in all the activities on a regular 45 00:03:28.599 --> 00:03:32.919 basis. You know, it really it's really boils down to, you know, 46 00:03:34.039 --> 00:03:37.599 walking the walk and not just talking the talk is as some people would 47 00:03:37.639 --> 00:03:42.319 say. But yeah, I think it's just continually being in front of those 48 00:03:42.319 --> 00:03:46.800 employees, stressing the importance and and making them feel a part of the whole 49 00:03:46.800 --> 00:03:50.360 process. And so, Britt how are you doing this? Can you give 50 00:03:50.439 --> 00:03:53.280 us some examples of how you're doing this in your organization? Well, we 51 00:03:54.240 --> 00:04:02.520 I'm on site or we have somebody doing safety on site continuously. I know 52 00:04:02.560 --> 00:04:09.199 a lot of companies do maybe an annual meeting or a monthly meeting. We 53 00:04:09.280 --> 00:04:12.879 try to be on site on a regular basis. Granted, that's hard to 54 00:04:12.879 --> 00:04:16.360 do and you have, you know, forty sites to go to, but 55 00:04:16.439 --> 00:04:21.040 the more we're in front of those folks, and it doesn't have to be 56 00:04:21.079 --> 00:04:26.160 formal, it can be very informal, it can just be having that conversation, 57 00:04:26.879 --> 00:04:30.519 making them included in the process. Again, I'll probably repeat myself several 58 00:04:30.560 --> 00:04:34.639 times, but but the more we're in front of those folks, the more 59 00:04:34.680 --> 00:04:39.959 you know we're having those conversations, the more comfortable they feel about, you 60 00:04:40.000 --> 00:04:44.360 know, discussing something, the more they feel about being a part of something. 61 00:04:44.639 --> 00:04:47.839 And and Brut you mentioned to me on when we talked previous to the 62 00:04:47.839 --> 00:04:55.240 show that you occasionally get phone calls from your employees and they may be asking 63 00:04:55.279 --> 00:04:59.040 a question. Right and I think that this was something I took away from 64 00:04:59.040 --> 00:05:03.720 our earlier co conversation was. Somehow you've managed to build this culture where it's 65 00:05:03.720 --> 00:05:09.160 okay for me, as an employee to call you with a question when I 66 00:05:09.160 --> 00:05:12.959 don't know what I'm doing right or I may have doubts that I'm doing something 67 00:05:12.959 --> 00:05:16.720 the right way. And and what you told me was that you would never 68 00:05:16.759 --> 00:05:19.959 discipline an employee for not knowing what to do as long as they pick up 69 00:05:20.000 --> 00:05:26.319 the phone and ask. Oh absolutely, and we start that on day one 70 00:05:26.360 --> 00:05:32.319 when we do new employee orientation. Every employee, I make it very clear 71 00:05:32.680 --> 00:05:36.759 that we are available to them seven days a week, twenty four hours a 72 00:05:36.800 --> 00:05:40.920 day. If there's a problem, pick up the phone and call. I 73 00:05:40.959 --> 00:05:44.160 guess my my favorite line is if we don't know it's broke, we can't 74 00:05:44.199 --> 00:05:46.920 fix it. And and it doesn't matter what it is. It can be 75 00:05:46.920 --> 00:05:51.839 a procedural problem, it can be a policy issue, it doesn't really matter. 76 00:05:51.920 --> 00:05:56.399 Just pick up the phone and call and we'll talk through it. If 77 00:05:56.439 --> 00:06:00.519 we can't talk through it and figure out, you know, affects, if 78 00:06:00.519 --> 00:06:03.959 you will, then we'll do it in person. But that's how important it 79 00:06:04.120 --> 00:06:12.040 is to us, that that questions and safety in particular, is you know, 80 00:06:12.120 --> 00:06:16.000 we're going to make it a priority. And and I guess that really 81 00:06:16.040 --> 00:06:20.000 goes right back to your culture, right, like that's that's something that you 82 00:06:20.040 --> 00:06:25.800 have to ingrain in that safety culture. I guess maybe, brick, can 83 00:06:25.879 --> 00:06:28.560 you describe that culture? I mean, if you had to put it into 84 00:06:28.600 --> 00:06:33.920 words, what what is the culture that you've built? That's a good question. 85 00:06:35.199 --> 00:06:40.560 I think it's all inclusive. I think there are no boundaries to this 86 00:06:40.639 --> 00:06:45.040 culture. I think it's always changing. You know, it's kind of a 87 00:06:45.079 --> 00:06:48.519 living thing. You don't just say I've got a culture and and stock got 88 00:06:48.519 --> 00:06:53.160 to keep building on it on a regular basis. You know, I think 89 00:06:53.160 --> 00:06:57.439 it's all those things. And culture is like so hard to define it it 90 00:06:57.560 --> 00:07:00.680 is. It is thing to put into words. Yeah, it is, 91 00:07:00.839 --> 00:07:03.040 but those are the things that come to my mind. All inclusive, you 92 00:07:03.079 --> 00:07:08.079 know, ever changing. It's just something that, you know, that we 93 00:07:08.160 --> 00:07:13.759 that we have discussions about, not only from from an executive level here in 94 00:07:13.759 --> 00:07:16.040 a corporate office, but all the way through. You know, like I 95 00:07:16.079 --> 00:07:20.079 said, to the first day and employee is employed and we do a new 96 00:07:20.120 --> 00:07:27.480 orientation to employ orientation, we start stressing the word culture. Yep, and 97 00:07:27.480 --> 00:07:30.319 and it yeah, you want everybody to be a pobsolutely. I think that 98 00:07:30.319 --> 00:07:33.879 that's really that that's what's so important about culture that people, because you know, 99 00:07:34.199 --> 00:07:36.639 it's fun as managers there and say, Oh, we built a great 100 00:07:36.639 --> 00:07:42.720 culture, we've built a great culture, but the real question is if you 101 00:07:42.759 --> 00:07:45.399 know, as a manager, you can feel like you have a good culture, 102 00:07:45.439 --> 00:07:47.560 but have you been successful in pushing at all the way down to the 103 00:07:47.600 --> 00:07:53.639 lowest level, right flowy in the organization? Absolutely, and will that employee 104 00:07:53.639 --> 00:07:56.959 pick up the phone and call you, you know, if he's got a 105 00:07:57.000 --> 00:08:01.959 problem, he or she has a problem, and when they start doing that, 106 00:08:03.079 --> 00:08:07.600 then I think you've you've reached a hurdle. You know you've crossed you 107 00:08:07.720 --> 00:08:11.279 crossed a milestone when you can get the newest employee to pick up the phone 108 00:08:11.279 --> 00:08:13.319 and call and ask you a question. The last thing I ever want to 109 00:08:13.360 --> 00:08:18.439 do, and I think the last thing anybody in our corporate office wants to 110 00:08:18.439 --> 00:08:22.399 do, is be intimidating. You know, we are not. We're not 111 00:08:22.439 --> 00:08:24.879 here to it's not and I got you kind of thing. It's you know, 112 00:08:24.959 --> 00:08:28.600 we want everybody going home every night, you know, in as good 113 00:08:28.600 --> 00:08:31.919 as shape as they came that morning, ready to go the next day. 114 00:08:31.960 --> 00:08:35.000 And whenever it takes from this office. That's what we'll do. Yea. 115 00:08:35.679 --> 00:08:39.399 And I think that this is something that, especially in the trucking business, 116 00:08:39.440 --> 00:08:46.679 that people miss to some extent because you oftentimes don't get that face to face 117 00:08:46.720 --> 00:08:50.639 with true's right, and so it's really hard to build this with drivers. 118 00:08:50.759 --> 00:08:54.679 Unlike our employees that show up at eight o'clock and you see them every day, 119 00:08:54.840 --> 00:08:58.960 you might not see your drivers very often. That's true. That, 120 00:08:58.960 --> 00:09:03.639 that's absolutely true. Now I'm fortunate that that most of our drivers will be 121 00:09:03.679 --> 00:09:09.240 at our locations, you know, on a regular basis. So I do 122 00:09:09.320 --> 00:09:13.159 have, I do get a lot of contact, facetoface contact with our drivers 123 00:09:13.200 --> 00:09:16.279 as well. And and I get I get phone calls, you know, 124 00:09:16.360 --> 00:09:20.519 from the road from driver that says, Hey, I've got an issue here. 125 00:09:20.559 --> 00:09:26.039 How do we how do we deal with this? And and so again, 126 00:09:26.080 --> 00:09:31.000 I think it comes back to having that that facetoface, as you said, 127 00:09:31.159 --> 00:09:35.480 even with the driver at every instance. You can have it. Yeah, 128 00:09:35.480 --> 00:09:37.960 when and I think culture, you know, it's funny, it's almost 129 00:09:39.080 --> 00:09:43.679 trust when you say Brett like Oh, absolutely, there's a lot of trust. 130 00:09:43.000 --> 00:09:48.240 Yeah, if if they don't trust me, you know, if they're 131 00:09:48.279 --> 00:09:52.919 if if I don't you know, if they're telling me something in confidence and 132 00:09:52.480 --> 00:09:56.879 I break that trust and they'll never tell me anything again. You know. 133 00:09:56.360 --> 00:10:01.440 So a lot of times we may deal with issues and not not mention names. 134 00:10:01.039 --> 00:10:05.200 But yeah, you're absolutely right. It's all about trust, right, 135 00:10:05.279 --> 00:10:09.480 and I think as an employee or a truck driver or whoever you may be, 136 00:10:11.120 --> 00:10:18.039 if you automatically feel like you are mistrusted right by management, you're a 137 00:10:18.080 --> 00:10:22.919 whole lot less likely to pick up the phone right or to or to take 138 00:10:22.960 --> 00:10:26.240 a facetoface meeting. Seriously, oh I got to meet with the safety guy 139 00:10:26.279 --> 00:10:30.120 again, right, yeah, yeah, it's that. Then it becomes is 140 00:10:30.159 --> 00:10:33.360 that I got you kind of deal. Yep, and that's that's and that's 141 00:10:33.399 --> 00:10:35.720 what you got to stay away. That's what you got to stay away from. 142 00:10:35.720 --> 00:10:41.440 where, you know, we're not policing, so to speak, but 143 00:10:41.519 --> 00:10:45.279 at the same time we are policing. But you can't let him feel that. 144 00:10:45.519 --> 00:10:48.000 You know, you got to make them you got to like again, 145 00:10:48.039 --> 00:10:50.600 you got to make them feel like they're a part of the solution. And 146 00:10:50.679 --> 00:10:56.960 so at what point, Britt does does this turn into disciplinary? At what 147 00:10:56.039 --> 00:11:00.279 point do you have to, you know, draw a line in the sand? 148 00:11:00.399 --> 00:11:03.720 And say we this is now a disciplinary problem. How do you handle 149 00:11:03.840 --> 00:11:09.639 that? Yeah, I think a lot of times, you know, the 150 00:11:09.720 --> 00:11:15.720 person that does the same thing twice, probably there's probably going to be some 151 00:11:15.759 --> 00:11:20.279 disciplinary action taken. The person that doesn't pick up the phone, you know, 152 00:11:20.320 --> 00:11:26.919 and just you know, does something just stupid, then there's probably going 153 00:11:26.960 --> 00:11:33.120 to be some disciplinary action taken. But then I again, I think even 154 00:11:33.159 --> 00:11:37.159 even when you go down the disciplinary road, there's a right way and a 155 00:11:37.240 --> 00:11:41.320 wrong way to do that too. So if I think, if you handle 156 00:11:41.440 --> 00:11:46.320 the those situations in the right way, it can actually become more a big 157 00:11:46.360 --> 00:11:52.960 teaching experience or a learning experience rather than, you know, a slap on 158 00:11:52.039 --> 00:11:56.279 the on the back of the hands or whatever. Yeah, maybe maybe it's 159 00:11:56.320 --> 00:12:00.639 a slight slap on the back of a hand immediately follow loaded up with a 160 00:12:00.679 --> 00:12:03.360 coaching and learning opertuny. Yeah, I mean, you they've got to know 161 00:12:03.440 --> 00:12:05.720 they've done wrong, you know, and not to do it again. You 162 00:12:05.720 --> 00:12:09.399 know, it's a lot of what we do is life and death, you 163 00:12:09.440 --> 00:12:16.159 know. We deal with a lot of it of very dangerous equipment in agriculture. 164 00:12:16.240 --> 00:12:20.840 So so you want to make sure that they don't repeat themselves and get 165 00:12:20.879 --> 00:12:24.360 themselves or someone else hurt, but at the same time you want them to 166 00:12:24.399 --> 00:12:28.840 know why what they did was wrong or dangerous or whatever the case was, 167 00:12:28.879 --> 00:12:35.399 and that that's where that coaching, you know, mentoring type attitude really comes 168 00:12:35.399 --> 00:12:37.759 into play. Yeah, that's that's that's really interesting. All right, Brian, 169 00:12:37.840 --> 00:12:43.320 I'm curious because I think something a lot of manager struggle with, especially 170 00:12:43.360 --> 00:12:48.399 like sea level kind of folks, is I show up to work, how 171 00:12:48.399 --> 00:12:52.480 do I approach my, maybe it's my lowest or close to my lowest employee, 172 00:12:52.600 --> 00:12:56.919 just to build that culture. Right, you may not have something immediate 173 00:12:56.960 --> 00:13:01.000 for them, right, like I don't necessarily have a message that I want 174 00:13:01.039 --> 00:13:05.399 to give you, but how do I start that conversation to build trust and 175 00:13:05.440 --> 00:13:07.440 start to build that culture? How do you do that? I'm sure that 176 00:13:07.799 --> 00:13:13.480 you do this all the time. Well, one thing that I really stress 177 00:13:15.080 --> 00:13:20.679 with with our managers and supervisors is they have they have a weekly or a 178 00:13:20.679 --> 00:13:30.000 Monday morning meeting and and I don't give out the topic. I let those 179 00:13:30.000 --> 00:13:33.639 as manager supervisors, pick their own topic that I want them to have a 180 00:13:33.679 --> 00:13:39.919 short meeting every week, every Monday if they can, and include their employees. 181 00:13:39.080 --> 00:13:43.639 But just let's talk about what we're going to do this week, how 182 00:13:43.679 --> 00:13:46.879 we're going to do it safely. What went wrong last week, I don't 183 00:13:46.919 --> 00:13:52.399 care, but we're going to talk about something and and it have them include 184 00:13:52.480 --> 00:13:58.639 those employees in those conversations. And I think that's really the start at that 185 00:13:58.039 --> 00:14:03.399 local level. Is You know now when I'm having a meeting and I have 186 00:14:03.480 --> 00:14:07.559 a you know, a tenure employee and a one day employee and we're actually 187 00:14:07.600 --> 00:14:13.320 having this conversation, that that first day employee now he becomes, you know, 188 00:14:13.919 --> 00:14:18.840 ingrained in in the culture, if you will, and he knows I 189 00:14:18.879 --> 00:14:24.960 can speak my mind. You know this. This is this is an open 190 00:14:24.080 --> 00:14:28.840 forum. We can we can talk about what went wrong and not be in 191 00:14:28.879 --> 00:14:33.559 trouble, you know. So I think that's that's the first three. This 192 00:14:33.639 --> 00:14:35.200 is this is going to be a good question. How long have you been 193 00:14:35.240 --> 00:14:39.720 at this? I it sounds like you've been really successful and building this culture, 194 00:14:39.799 --> 00:14:43.080 but I'm guessing that this takes a lot of time and consistent. Yeah, 195 00:14:43.159 --> 00:14:48.559 it does. I've been with beach near for since two thousand and eight 196 00:14:48.679 --> 00:14:56.120 and I was in safety prior to that as well. But yeah, this, 197 00:14:56.360 --> 00:15:01.320 when I came to work here, this didn't happen in the first year, 198 00:15:01.360 --> 00:15:03.840 this didn't happen in the second year and, like I said earlier, 199 00:15:03.879 --> 00:15:11.480 this isn't done yet either, because this it's a continuous, every day struggle, 200 00:15:11.639 --> 00:15:16.200 if you will, to maintain what we built and to continue to build 201 00:15:16.240 --> 00:15:18.480 on the yeah, that's cool. I think it's you know, people that 202 00:15:18.600 --> 00:15:24.320 can can be so consistent over such a long period of time. I really 203 00:15:24.360 --> 00:15:26.519 admire that because it's something that I struggle with. You know, it's easy 204 00:15:26.559 --> 00:15:31.159 to throw out ideas and policies and then move on with life as a manager, 205 00:15:31.200 --> 00:15:33.840 on to the next shiny object, but but to stay and be so 206 00:15:33.919 --> 00:15:39.840 consistent and build that culture, I I mean Kudos to you, Bry Yeah. 207 00:15:39.960 --> 00:15:43.480 Well, I mean we've all got that book on the shelf that's loaded 208 00:15:43.519 --> 00:15:48.360 with policies or procedures because somebody one time told us we had to have all 209 00:15:48.360 --> 00:15:52.720 that stuff in writing, and we do, and I'm not knocking it because 210 00:15:52.919 --> 00:15:56.320 because it is important. But you know, like I said before, and 211 00:15:56.759 --> 00:16:03.679 Gary Beach Nerve and I had this conversation on my first day, that we've 212 00:16:03.759 --> 00:16:07.960 got to walk the walk. We just can't talk to talk, you know, 213 00:16:07.039 --> 00:16:11.480 we can't, you know, putting something in the book on the shelf 214 00:16:11.639 --> 00:16:15.840 is not enough. So so, yeah, we've had a lot of success 215 00:16:15.960 --> 00:16:21.840 or have we had failures? Absolutely, you know, in my mind, 216 00:16:22.080 --> 00:16:26.960 you know, knock on wood, if nobody gets hurt or killed, a 217 00:16:26.120 --> 00:16:30.519 failure is really a good thing, because you can build successes on failures. 218 00:16:30.559 --> 00:16:37.759 And so I don't I don't fear to fail, I just fear not to 219 00:16:37.799 --> 00:16:41.399 act on those failures. And you know, that's what keeps me going forward. 220 00:16:41.519 --> 00:16:45.360 Yeah, that's that's cool. I like that saying. So, all 221 00:16:45.399 --> 00:16:48.919 right, if somebody's listening to this show, briant, and they were thinking, 222 00:16:48.960 --> 00:16:52.919 Gosh, I haven't really walked the walk, I've talked to the talk 223 00:16:53.120 --> 00:16:57.799 right and I have the policies and I have the procedures. Give us like 224 00:16:57.879 --> 00:17:02.840 one really actionable thing that they should do tomorrow and they get to the office 225 00:17:02.879 --> 00:17:06.240 to start building this culture. I think one of the biggest things the bit 226 00:17:06.640 --> 00:17:11.839 that that hold people back and and I use I use this all the time, 227 00:17:11.920 --> 00:17:15.480 even with my kids. You got to eat an elephant one bite at 228 00:17:15.480 --> 00:17:22.400 a time. You so you just you just pick a piece where you know, 229 00:17:22.720 --> 00:17:26.640 here's where I want to start, and maybe it takes a six months 230 00:17:26.680 --> 00:17:30.519 to get that piece, chewed up and swallowed. But you got to you 231 00:17:30.559 --> 00:17:34.720 got to take a first step somewhere. So take a look at take a 232 00:17:34.720 --> 00:17:37.680 look at your issues, take a look at the problems take take a look 233 00:17:37.680 --> 00:17:41.759 at where you want to go, and just take that first piece, that 234 00:17:41.240 --> 00:17:48.480 first step, and and then when you think you've got that step completed, 235 00:17:48.200 --> 00:17:53.000 then let's take another bite and and you know, eat an elephant, one 236 00:17:53.000 --> 00:17:57.440 body at time. And and believe me, this is an elephant when you're 237 00:17:57.480 --> 00:18:03.599 when you start talking about bill in the safety culture, it's a huge elephant 238 00:18:03.720 --> 00:18:07.880 that you can only do so much in a day and and you do as 239 00:18:07.960 --> 00:18:11.599 much as you can and then you go on to the next day, Amien, 240 00:18:11.880 --> 00:18:15.440 Yep, and eat an elephant one bye the time. You give me 241 00:18:15.480 --> 00:18:18.279 all kinds of good things today, Brett. I love it. Mike, 242 00:18:18.680 --> 00:18:22.359 my kids get tired of me telling them that, but you know, they 243 00:18:22.039 --> 00:18:26.920 all and I use my kids for examples a lot of times when we have 244 00:18:26.960 --> 00:18:32.599 conversations about safety to you know, they get so stressed out about you know, 245 00:18:32.720 --> 00:18:36.839 I can't do there's too much. There's like take it one step at 246 00:18:36.839 --> 00:18:41.559 a time, you know, do what you can today and and finish it 247 00:18:41.599 --> 00:18:45.839 tomorrow. You know. Yeah, that's great, that's cool. Bretton, 248 00:18:45.839 --> 00:18:48.200 this is this has been so much fun. I really appreciate you taking some 249 00:18:48.279 --> 00:18:52.359 time to tell us about what you're doing to build culture. I hope that 250 00:18:52.440 --> 00:18:57.000 this is a little bit of an inspiration for managers who maybe haven't walked to 251 00:18:57.039 --> 00:19:02.960 the walk yet. So I really appreciate you being on I'm curious if listeners 252 00:19:02.960 --> 00:19:06.759 wanted to get a hold of you and shoot you an email or linked in 253 00:19:06.920 --> 00:19:08.319 or like. What's the best way for people to reach out to you? 254 00:19:08.400 --> 00:19:12.880 Yeah, probably emails the best way. Flint, I'm almost too old for 255 00:19:12.920 --> 00:19:18.400 the social media deal and and I've got I've got enough on my plate without 256 00:19:18.400 --> 00:19:22.519 doing a lot of those. But yeah, I'll be bailiff at beaching orcom 257 00:19:22.839 --> 00:19:26.200 and you know, I had a lot of help coming through the years from 258 00:19:26.240 --> 00:19:32.440 a lot of people that that we're in the safety industry or in agriculture or 259 00:19:32.640 --> 00:19:36.759 or. I've had a lot of mentors and I'm more than willing to share, 260 00:19:36.920 --> 00:19:40.400 you know, help somebody else's you know, if I can. Yeah, 261 00:19:40.480 --> 00:19:44.319 that's that's great. That's wonderful. Well, we I sure appreciate you 262 00:19:44.359 --> 00:19:47.839 being on brand. Thank you so much. Absolutely absolutely that you know. 263 00:19:48.000 --> 00:19:52.279 Well, I might say this just to end the conversation, if that's where 264 00:19:52.279 --> 00:19:56.799 we're going, flint, I think, and I've and I've told employees this 265 00:19:56.960 --> 00:20:00.599 as well. If I, if you've got, if I've got your attention, 266 00:20:03.039 --> 00:20:06.599 then you've got my attention for as long as you need it. So 267 00:20:06.720 --> 00:20:10.240 it's so as long as we're engaged. You can't be a one way, 268 00:20:10.480 --> 00:20:14.039 you know, one sided conversation, but as long as we're both you know, 269 00:20:14.119 --> 00:20:17.279 if you're engaged with me, I'll be engaged with you for as long 270 00:20:17.319 --> 00:20:21.480 as as need be to fix a problem. So so that's that's kind of 271 00:20:21.480 --> 00:20:25.680 my you know, that's kind of my philosophy. Yeah, I like that. 272 00:20:25.720 --> 00:20:27.119 I'm going to I think I'm going to print that in a couple of 273 00:20:27.119 --> 00:20:30.680 other sayings that you've given me today on it board, things that I need 274 00:20:30.759 --> 00:20:36.559 to remember in my office now. I'm a philosopher. There's nothing wrong with 275 00:20:36.640 --> 00:20:40.759 a little bit of philosophy brand there's an absolutely nothing wrong with it. Well, 276 00:20:40.799 --> 00:20:44.000 you guys, if you're listening to this podcast, we really hope that 277 00:20:44.039 --> 00:20:48.200 you're enjoying it. If you are, wherever you're getting your podcast, apple 278 00:20:48.440 --> 00:20:53.039 podcast or the spotify go ahead and click that five star review for us if 279 00:20:53.039 --> 00:20:56.680 you're if you're really enjoying the show, if you're finding this useful. We 280 00:20:56.720 --> 00:21:00.960 Love Five Star reviews on the road forward. And if you do that, 281 00:21:00.319 --> 00:21:04.039 shoot me a text at eight zero, six, six, four two, 282 00:21:04.079 --> 00:21:08.000 five hundred three, eight zero and send me your address because I've got some 283 00:21:08.039 --> 00:21:11.960 swag here in the office that I would love to mail out to listeners and 284 00:21:12.079 --> 00:21:15.599 I want you to Britt. You're going to stick around once we wrap up 285 00:21:15.599 --> 00:21:21.400 here. And for listeners, I'm going to ask Britt the fast five after 286 00:21:21.440 --> 00:21:23.200 the show and for those of you that don't know, the fast five is 287 00:21:23.240 --> 00:21:29.599 five rapid fire questions for Britt and we're going to email his answers out to 288 00:21:29.640 --> 00:21:33.400 our email list. So, if you're not already subscribe to our email list, 289 00:21:33.559 --> 00:21:40.119 go to the road forward podcastcom. That's the road forward podcastcom. There's 290 00:21:40.119 --> 00:21:45.359 a form there inner your email address and we will send you the answers. 291 00:21:45.440 --> 00:21:48.079 That bring gives us to the fast five. So if you're listening, just 292 00:21:48.559 --> 00:21:53.920 remember, folks, our industry is changing really rapidly and you need to sit 293 00:21:55.000 --> 00:22:00.000 back and think strategically about you and your companies road forward. Thank you for 294 00:22:00.079 --> 00:22:07.759 joining us. If you manage a truck fleet, you go to bed every 295 00:22:07.880 --> 00:22:11.799 night driving that three am phone call, because that call is never a good 296 00:22:11.839 --> 00:22:14.960 one. Either your drivers tell you they have a flat tire and the shipment's 297 00:22:15.000 --> 00:22:18.000 delayed, or they were shut down and take it it at the way station. 298 00:22:18.039 --> 00:22:19.680 If the thought of those middle of the night calls keeps you up at 299 00:22:19.720 --> 00:22:25.599 all hours, truckspy can help. Trucks by gives managers total visibility into what's 300 00:22:25.640 --> 00:22:29.400 happening on the road. Companies use our hardware to make sure their fleets are 301 00:22:29.400 --> 00:22:33.440 producted been safe, so that managers like you can see in real time where 302 00:22:33.480 --> 00:22:37.039 their trucks are and what they're doing. More trucks make it on time and 303 00:22:37.079 --> 00:22:41.119 without issues or losses, helping you rest easy. Learn more at trucks by 304 00:22:41.119 --> 00:22:45.559 DOT IO. You've been listening to the road forward, the show for trucking 305 00:22:45.640 --> 00:22:51.240 industry that's like you. If you want to hear from other business owners who've 306 00:22:51.279 --> 00:22:55.440 seen trends come and go, all the while building lasting businesses that keep America 307 00:22:55.519 --> 00:22:59.279 running, make sure you're subscribed to catch more episodes. To easily find the 308 00:22:59.279 --> 00:23:03.319 show on your favorite podcast player, go to the road forward podcastcom. Until 309 00:23:03.359 --> 00:23:06.039 next time. Keep Your eyes on the road forward.