Matt Best

in support and we're going to talk about service today actually sometimes that's really hard to find in a situation where the reality is somebody needs to be standing behind a desk for a period of time somebody needs to be on the other end of the phone to speak to a customer for a period of time a shift or whatever that looks like so how does that work and coming from the hospitality space you know

in support and we're going to talk about service today actually sometimes that's really hard to find in a situation where the reality is somebody needs to be standing behind a desk for a period of time somebody needs to be on the other end of the phone to speak to a customer for a period of time a shift or whatever that looks like so how does that work and coming from the hospitality space you know

Like you said, I mean, that industry works incredibly hard, sometimes some very long shifts, sometimes a very antisocial hours, as a lot of other sort of jobs, careers and industries do. How do you find that sweet spot in an environment like that?

Like you said, I mean, that industry works incredibly hard, sometimes some very long shifts, sometimes a very antisocial hours, as a lot of other sort of jobs, careers and industries do. How do you find that sweet spot in an environment like that?

I think this is a really important conversation, though, isn't it, around that culture?

I think this is a really important conversation, though, isn't it, around that culture?

And actually, just picking up on that point that you and the term or the word polarity, and I think it's being able to see both those sides, as you said, and Johnny, you just said there, being able to identify what's going on in each of those different worlds and using basic tools such as to-do lists just to keep ourselves honest, because it's really... really hard.

And actually, just picking up on that point that you and the term or the word polarity, and I think it's being able to see both those sides, as you said, and Johnny, you just said there, being able to identify what's going on in each of those different worlds and using basic tools such as to-do lists just to keep ourselves honest, because it's really... really hard.

And again, it goes back to, we talked about at the top that everyone's circumstance is different. Everyone's polarity is different. So everybody's perspective, everyone's to-do list will look different. One thing you mentioned, Mike, as you were talking about that was this sort of role of leadership and leadership versus management.

And again, it goes back to, we talked about at the top that everyone's circumstance is different. Everyone's polarity is different. So everybody's perspective, everyone's to-do list will look different. One thing you mentioned, Mike, as you were talking about that was this sort of role of leadership and leadership versus management.

And if we think about that in the context of employees and supporting your employees, I'm curious, is that where you were heading with that comment around leadership versus management? Or were you approaching that from a different perspective?

And if we think about that in the context of employees and supporting your employees, I'm curious, is that where you were heading with that comment around leadership versus management? Or were you approaching that from a different perspective?

This is it though, Mike. This is exactly it. And Johnny, you and I talk about this a lot about, and actually we talk about it through the lens of like middle managers who often get stuck in this. You talk about that pyramid structure. some of the most susceptible to this challenge. I mean, if you're a middle manager listening to this, you might be kind of nodding along as we are.

This is it though, Mike. This is exactly it. And Johnny, you and I talk about this a lot about, and actually we talk about it through the lens of like middle managers who often get stuck in this. You talk about that pyramid structure. some of the most susceptible to this challenge. I mean, if you're a middle manager listening to this, you might be kind of nodding along as we are.

What do you say to those individuals? How can they help themselves in this situation? Because we can't all go to our bosses, bosses, bosses, boss and say, you're running your business completely wrong. You need to focus on this. So how can a middle manager listening to this podcast help themselves?

What do you say to those individuals? How can they help themselves in this situation? Because we can't all go to our bosses, bosses, bosses, boss and say, you're running your business completely wrong. You need to focus on this. So how can a middle manager listening to this podcast help themselves?

Mic drop. Johnny, I can see you've got so much.

Mic drop. Johnny, I can see you've got so much.

It reminds me of a conversation, Johnny, we had with a recent guest on the podcast who talked about an experience when they had with their peer group of leaders and their direct leader, right? It's a very senior team. And they'd spent that weekend together and they'd spent that quality time together. And they weren't talking about work. They were just engaging with each other.

It reminds me of a conversation, Johnny, we had with a recent guest on the podcast who talked about an experience when they had with their peer group of leaders and their direct leader, right? It's a very senior team. And they'd spent that weekend together and they'd spent that quality time together. And they weren't talking about work. They were just engaging with each other.