Welcome to men are forged podcast.
With this new segment I'm doing this fall, I want to start with a stat that I found out that's done through indeed what you can find on their website, over half, meaning 52% of professionals experienced burnout in 21. And it's up 21%. Since pre COVID surveys, obviously COVID the pandemic really escalated this one I would say because isolation. But two, which is another topic that I definitely want to hit on pretty soon. But I want to start with today is discussing. How is it in a business organization? Can you give vision. And there's two sides of this, right? There's the vision for your company vision for what you have for this employee. Maybe there's three sides, right, the vision you have for the employee, the vision for the company, and then also like arts helping the employee, people you are leading, how do you help them articulate their own vision for their own life and career. I mean, from that standpoint, first off, if you actually help them articulate more of what they have to offer, or what they really want to see within the company, and even beyond that, man, they will go to bat for you. You know, especially if you're helping them remind them and also like you go, you're honest with them, like, hey, that vision of yours doesn't necessarily align with what I what really fits within this company. But I feel like we can, however long you want to stay here we can develop skills that you may need that or really gain income for your family. But overall, I don't see a serving that honesty in yourself. You just You just gave that went up in that especially a young person, young professional, they will the loyalty they will have to you the excitement to work with somebody. I mean, that's something I'm always preaching, like, don't look for your dream job, look for a place where you can learn and grow. And so I always say let's start with vision. Okay, articulate helping them and then therefore, like, if they don't know, their vision, help them ask the right question, give them time to reflect because a lot of people, some people come in and they know exactly what they want in there the next 10 years, 20 years where they want to be. A lot of people have never even taken the time to reflect on that. So I would say just by starting that conversation, getting them reflecting and thinking about how they want to impact you, their world around them. They're your culture, how they want to add value to others in their life and their career. And the next bar alright, what do you see the vision within the company? Right, how does that then translate within? What you Why did you bring them on? How are you help keeping them accountable of vision, how you articulating that and them, so they know what success looks like. And that's all under the banner, of course of the overall vision of the company that you have as a leader. Some of that's always and so therefore those two things right there, how are you reflecting on those two things, the vision, you have employee and overall vision of the of the company and organization. And then so helping them as they articulate their own, you are thinking these other two, and it's how did the align up. And I think what there's an ongoing conversation, when you mentor an employee, when you really develop them, you are creating an opportunity.
I mean, you're creating, obviously an opportunity for collaboration, you're up, but you're also creating an opportunity for them to be utilized. For them to feel a level of like, I add value this place, because I know how to now there's, my people perish for a lack of vision. I mean, that's a Bible verse, right? I think there's something too, and when, when people don't feel that level of responsibility, because they haven't articulated a vision for themselves, for their life, for their business, for their just their role within your organization. It man, it just creates all sorts of things that
all sorts of lack, I should say. And I think that's why we're experiencing a lot of people burnout, they're just going, they're just doing the rat race. I mean, I think there's a small percentage of people that can just show up and grind and have no long term vision. But I think most people are craving just a long term vision. And to have a employer, a boss, a leader in their life just, for lack of a better term give a shit right? To care about where they're headed, to care about their role within the organization, that growth and having a vision. So and always think we got to think about this into two ways. Here also, is, I have worked for people that have over promised and under delivered and their vision for me, and I've had employers that thought they were dangling a nice carrot with a nice low vision for me, but it was pretty weak. So you got to like find that thin line with the essing them. But also like do giving them something that is big, not unnecessarily unattainable, but something that excites them something that excites you that really gets the book moves the ball forward, if you give them like, hey, yeah, if you do this, so two years you might have or five years, you might get a bonus play, that means nothing. So I mean, we're finding more and more right, that millennials, Gen Z years, they want purpose, right? We've all heard that. So yeah, get in level, give it to them within your organization and a half to be something that's insane. You know, we got, you know, changing the world to, you know, a couple extra dollars in the bank account somewhere in between there, right. But I would say always, I encourage many employers, many leaders in an organization, it's like, you can't be asked them, you can't overshoot, what you're trying to say here, you can't over promise and then under load, because that's going to create, you know, if you can't, if you give them something they can't achieve, or give them something that you don't even think of, you're just kind of throwing it out there. And the and you don't follow up with it, you don't really evolve it, or change it even right. But I think that's another thing about vision when you're in conversation with people. When you're mentoring them, there's an evolving part to it, you adjust you think you find a place for them to actually talk through it and like what, how does this person really fit better within their company? I've talked to someone a few months ago, where they actually decided to take a demotion within their company, because I knew the role would fit them better. And they got more excited every day. And they therefore contributed more. If you're able to articulate some of these things that you know as you go, and you're willing to put the time into them, and it's not necessarily a lot. I mean, it could be once every two weeks, just to check in. But you're continually it's a standard you're holding them to as well as the standard they have articulated to you that they want to be at I think that's where if We think about vision that is really what it is about. How are you holding them to that standard that you have mutually agreed on, and you're continuing to work towards that. And if it needs to be adjusted, evolve, then that's what needs to happen. And so I would say, the first step for any boss leader employer, is how am I mentoring? My people start with vision. He'll be 90% ahead of the curve. And I swear the loyalty that you will gain the effort that will come from your people, and a lack of burnout that comes is invaluable. And you'll see people really start showing up for you and experiencing Yeah, a higher level performance
