Speaker 1: Hi, I'm Britney Saunders and welcome to Big Business, the
Speaker 1: place where business is far from boring. And today I'm
Speaker 1: recording on gadigal Land. Now, I somehow managed to build
Speaker 1: an empire from the garage underneath my house, and in
Speaker 1: Big Business, I'm here to share it all with you,
Speaker 1: from the winds, the huge mistakes, the challenging times and
Speaker 1: funny moments in between. So, whether you're in business already,
Speaker 1: you're wanting to start, or you're even not in business
Speaker 1: at all and you're just looking for some inspiration or
Speaker 1: you want to hear a great story, this is the
Speaker 1: podcast for you. Coming up in today's episode, we are
Speaker 1: diving into a topic that is as real as it gets.
Speaker 1: Staff turnover. Now, if you're anything like me, you probably
Speaker 1: never gave much thought to what it's like when someone
Speaker 1: decides to part ways with your business. But let me
Speaker 1: tell you.
Speaker 2: It's a whole new world, one field with challenges, surprises,
Speaker 2: and yes, a few hard hitting life lessons along the way.
Speaker 1: You see, back in my early twenties, rejection would hit
Speaker 1: me like a ton of bricks. I'll admit it, it's stung.
Speaker 1: But fast forward to today and running fate has been
Speaker 1: one heck of an education in handling rejection, especially when
Speaker 1: it comes to having staff resigned from their roles. It's
Speaker 1: a reality of business that no one really talks about,
Speaker 1: yet we all experience it at some point, and the
Speaker 1: bigger you get, the more you're going to experience it.
Speaker 1: And let me tell you, it can feel pretty personal.
Speaker 1: But here's the thing, it's not not even close. Having
Speaker 1: staff come and go is just another part of the
Speaker 1: entrepreneurial journey, albeit it's a tricky one. So in today's episode,
Speaker 1: we're going to unpack it all the highs, the lows,
Speaker 1: and everything in between, because when it comes down to it,
Speaker 1: handling staff turnover is just another lesson in resilience, adaptability,
Speaker 1: and the art of moving forward. Anyway, time is money,
Speaker 1: So let's get down to business. I'm going to start
Speaker 1: this episode with a question that I've had a few
Speaker 1: of you ask me on my Instagram account, and I
Speaker 1: guess it's a good place to start for this. I've
Speaker 1: had so many people ask me when is the right
Speaker 1: time to hire that first employee for your business. Every
Speaker 1: business owner, at some point is going to get to
Speaker 1: that stage where they feel like they need to make
Speaker 1: their first hire, especially if you've started it yourself and
Speaker 1: you're doing all the groundwork. As for me, I knew.
Speaker 1: I think you, like Kath and Kim say, you just
Speaker 1: feel it in your orders when you need to hire
Speaker 1: that first employee. For me, my first employee, I hired
Speaker 1: kind of as just like a general assistant, and I
Speaker 1: hired her as a casual employee because I was so
Speaker 1: scared that I wasn't going to have enough work for
Speaker 1: her to do. And mind you, this is when I
Speaker 1: had started Fate, and it was underneath the garage, underneath
Speaker 1: the garage. No, it was in the garage. It was
Speaker 1: in the garage under my house. And I was also
Speaker 1: doing all my influencing at this time, and I'd been
Speaker 1: managing myself doing that for years, and even then I
Speaker 1: was scared, even though I had all these brand deals
Speaker 1: I was doing that she could have helped me organize
Speaker 1: with the emails, and she was going to be helping
Speaker 1: me pack all of our orders, I still had that
Speaker 1: fear and worry that I wasn't going to have enough
Speaker 1: money to pay her or I wasn't going to have
Speaker 1: enough work for her to do. But when it comes
Speaker 1: to making that first hire, you'll know yourself that you're
Speaker 1: ready for it because you will feel completely stretched. And
Speaker 1: with the financial side of hiring someone as well, you
Speaker 1: also want to make sure that your business is in
Speaker 1: a good financial point and you've got a decent cash
Speaker 1: flow coming in every week so that you can afford
Speaker 1: to pay that person. So that could even be a
Speaker 1: question for your accountant. It's hey, can we look at
Speaker 1: our numbers? Do I have enough money coming in that
Speaker 1: I can afford to pay this person? And what I've
Speaker 1: found as well is as as it is to hire
Speaker 1: that first employee. Trust me, I know the feeling all
Speaker 1: too well. When you hire someone new. You can't just
Speaker 1: see it as you're paying them and they are an expense.
Speaker 1: It's actually an asset for your business because that person
Speaker 1: is then going to be able to generate your business
Speaker 1: more money. They're going to take things off your hands. Yes,
Speaker 1: you're going to pay them to do it, but then
Speaker 1: you're going to have more time to do the things
Speaker 1: that are more important, which is going to bring more
Speaker 1: money into your business. So moving on to the juicy stuff.
Speaker 1: Why do employees choose to leave their roles? Well, the
Speaker 1: reasons are as varied as the individuals themselves. And if
Speaker 1: there's one thing that I've learned in hiring so many
Speaker 1: people over the years is just how different everyone is. Like,
Speaker 1: we all know that we're individuals, but hiring people and
Speaker 1: working with them will just open your eyes to how
Speaker 1: different we all truly are, from pursuing new career opportunities
Speaker 1: to seeking better work life balance, or it can even
Speaker 1: be as simple as they think your workplace this is
Speaker 1: horrible and they hate their job. You can't control the
Speaker 1: way people feel. There's no shortage of factors that can
Speaker 1: lead someone to resign from their position. But let's be
Speaker 1: real for a minute. Staff turnover isn't just about saying
Speaker 1: goodbye to familiar faces. It's about navigating the inevitable waves
Speaker 1: of change that come crashing down on your business. It's
Speaker 1: about adapting to new dynamics, redistributing responsibilities, and yes, occasionally
Speaker 1: feeling like you're back at square one. I had someone
Speaker 1: in my Big Business podcast DMS my Instagram account asked
Speaker 1: me a question the other day, and the question was,
Speaker 1: being in the shoes of your old bosses, do you
Speaker 1: feel bad for leaving some jobs the way you did?
Speaker 1: And that's a great question because That's something that I've
Speaker 1: thought about a lot over the years, especially now that
Speaker 1: I'm on the other side. And I'm sure most of
Speaker 1: you would know, especially if you've listened to my first
Speaker 1: episode of Big Business. I had a lot of jobs
Speaker 1: back in the day, and I was just on this
Speaker 1: constant hunt trying to find what it was that I liked.
Speaker 1: And admittedly I quit jobs in the worst way possible,
Speaker 1: to be honest with you, I never had a job
Speaker 1: long enough where I really mattered, you know, like I
Speaker 1: never started a career or anything, and then had the
Speaker 1: opportunity to like leave in a really nice way and
Speaker 1: do the handover and send off and all that. I
Speaker 1: was getting jobs and having them for a month and
Speaker 1: then text and saying I quit, or just like not
Speaker 1: showing up at all to like waitressing jobs. I never
Speaker 1: really experienced a career. I remember I had one career
Speaker 1: sort of role when I lived in Brisbane when I
Speaker 1: was like twenty and I was an assistant to this
Speaker 1: big regional manager. And I quit in the right way
Speaker 1: then because I was moving home to Newcastle and they
Speaker 1: did like a lovely send off and like got me
Speaker 1: a card and everything, and that was really nice. But
Speaker 1: looking back, I never used to give a fuck about
Speaker 1: the way that I quit jobs with my companies. Over
Speaker 1: the years, it's definitely made me look at it in
Speaker 1: a different way, and I've done some self reflection and thought, shit,
Speaker 1: I was never once caring about the impact me leaving
Speaker 1: would maybe have on that business. And it's like a
Speaker 1: weird thing to think about as well, because it's like
Speaker 1: where do employees draw the line with how much they
Speaker 1: care versus how much they just want to go and
Speaker 1: live their life. And I still see it that way
Speaker 1: as an owner now, like I would hate for someone
Speaker 1: to just quit their job and not show up the
Speaker 1: next day, and like we've pretty much had that happen,
Speaker 1: like people ghost us before. Being an owner. Now I
Speaker 1: can see the other side of how impactful that actually
Speaker 1: can be to a business and the shit that happens
Speaker 1: after that, and how the business has to pick up
Speaker 1: all the pieces of someone just leaving. But at the
Speaker 1: same time, I still think back to my twenty year
Speaker 1: old self and when I would just quit jobs, and
Speaker 1: I still get it. So it's a really interesting predicament
Speaker 1: to be in to be able to look at it
Speaker 1: from both sides of the fence. People always say, like,
Speaker 1: your employees are never going to care about your business
Speaker 1: as much as you do. And sure you'll get some
Speaker 1: really passionate employees and they will live and breed the business,
Speaker 1: especially if you're a smaller business. I think it's very
Speaker 1: different if you're working for a huge business, like you're
Speaker 1: not going to care about it like it's your own.
Speaker 1: But when you're the founder and you are working with
Speaker 1: your employees every single day, you are going to find
Speaker 1: those people that are super passionate about it and would
Speaker 1: like die for the business and whatever. Not quite literally,
Speaker 1: but you know what I'm saying. But one thing that
Speaker 1: I've had to remind myself of over the years, and
Speaker 1: when I've spoken with other friends that own businesses and
Speaker 1: they're having a hard time because someone in their team
Speaker 1: is leaving, it's really hard to not take it personally,
Speaker 1: but you've got to remember. And one thing I like
Speaker 1: to remind myself of is their life is far more
Speaker 1: important than my business, even though my business is everything
Speaker 1: to me and this is my world, like fate is
Speaker 1: my world, but it's not my employee's world. And I
Speaker 1: always I've said that to friends that have said, hey,
Speaker 1: like this girl's leaving, Like what do I do. I'm like,
Speaker 1: you've got to let people do what they want to do,
Speaker 1: because that's all I ever did in life in my
Speaker 1: early time is I didn't care what the business thought
Speaker 1: of me. I'd go, I'm quitting because I'm going on
Speaker 1: to the next thing. So that's one thing that I
Speaker 1: am always super mindful of is, yes, we want people
Speaker 1: to work for us that are super passionate about us
Speaker 1: and the business and everything, but at the end of
Speaker 1: the day, like their life and what they want to
Speaker 1: do is far more important than that, and I think
Speaker 1: that's what we need to embrace as business owners. And
Speaker 1: here's the thing. Staff turnover isn't always a bad thing.
Speaker 1: In fact, it can be a catalyst for growth an
Speaker 1: evolution within your business. As the old saying says, one
Speaker 1: door closes, another one opens. And every time someone does
Speaker 1: leave our workplace, I see it as an opportunity. It's
Speaker 1: not something to get upset about. It's a new and
Speaker 1: exciting opportunity. It's an opportunity for new perspectives, fresh ideas,
Speaker 1: and diverse skill sets. All of these can breathe new
Speaker 1: life into your business. And as tough as people leaving
Speaker 1: can be, I have learned to get excited by it.
Speaker 1: So as you navigate the twist in terms of staff turnover,
Speaker 1: remember this change in business is inevitable, but growth is optional.
Speaker 1: So we need to embrace the opportunities that come with
Speaker 1: each new chapter and never underestimate the resilience of your
Speaker 1: team or yourself as an owner. So let's chat about
Speaker 1: the emotional rollercoaster that comes with staff turnover. I thought
Speaker 1: I would also say I'm not majorly experiencing staff turnover.
Speaker 1: We have had a few. Like we're still quite new
Speaker 1: to business. I've got a lot of staff that've been
Speaker 1: working with me for years and years and years. We've
Speaker 1: had a few people come and go over the years,
Speaker 1: and if I'm being honest, we've dealt more with having
Speaker 1: to fire people from their roles than people actually leaving. So, anyway,
Speaker 1: have you ever had a bad breakup, whether it was
Speaker 1: a relationship or even a friendship breakup like they suck?
Speaker 1: I have experienced both of these, and they fucking hurt
Speaker 1: in a weird way. Sometimes having staff resign can feel
Speaker 1: like a breakup in a weird sort of way, And
Speaker 1: I guess this is also dependent on the situation. I'm sure,
Speaker 1: the CEO of Kmart doesn't really care if someone working
Speaker 1: at their local Westfield store resigns, but I guess I'm
Speaker 1: more so speaking from the experience of starting out really small,
Speaker 1: when you're working super closely with all of your employees,
Speaker 1: having them leave can really hurt, and weirdly can have
Speaker 1: you make you question yourself. I've had people leave their
Speaker 1: roles over the years, and even if it's been in
Speaker 1: the most positive way and we've ended everything on great terms,
Speaker 1: I've still laid in bed at night and thought, fuck,
Speaker 1: am I even a good boss? Even if they've left
Speaker 1: in the most positive way, I will still lay in
Speaker 1: bed at night and go what could have I done better?
Speaker 1: From the moment that you find out that one of
Speaker 1: your team members is moving on, maybe they drop the
Speaker 1: bombshell during a casual conversation, or perhaps you get an
Speaker 1: official resignation letter in your inbox. Either way, it can
Speaker 1: feel like a part to the gut and suddenly you're
Speaker 1: hit with a wave of emotions shock, disbelief, maybe even
Speaker 1: a hint of sadness, and those self questioning thoughts start
Speaker 1: rolling in. But here's a thing. It's okay to feel
Speaker 1: those emotions in fact, it's perfectly normal. We are only human,
Speaker 1: after all. These are the people that you've worked alongside,
Speaker 1: laughed with, and maybe even shared a few happy hour
Speaker 1: drinks with. But here's the kicker. While it's okay to
Speaker 1: feel sad or disappointed, it's also important to remember that
Speaker 1: this isn't the end of the world. In fact, it's
Speaker 1: just the beginning of a new chapter for both you
Speaker 1: and your team member. So instead of dwelling on the negative,
Speaker 1: try and focus on the positive. Celebrate the time that
Speaker 1: you've had together, the memories you've shared, and the lessons
Speaker 1: that you've learned along the way. I think the same
Speaker 1: thing for breakups too. As shit as they are, they
Speaker 1: are an opportunity. We just really struggle to see that
Speaker 1: in the moment. Now, let's talk about the elephant in
Speaker 1: the room, reject yep I said it. For many of us,
Speaker 1: having someone resign from their role, it can feel like
Speaker 1: a personal rejection, like we're not good enough or that
Speaker 1: we somehow failed as leaders. But here's the truth. When
Speaker 1: someone resigns from their role, it's not about you. It's
Speaker 1: never about you. I thought I would also add in
Speaker 1: here this is me just speaking from my experience sometimes
Speaker 1: people resigning can be a reflection of the owner if
Speaker 1: the owner has done something terribly wrong. But me, in
Speaker 1: my business, I would never want to do wrong by
Speaker 1: someone or anyone. So again I'm only speaking from my experience.
Speaker 1: People leave for all sorts of reasons, career advancement, personal growth,
Speaker 1: or even just a change of scenery. It's rarely, if ever,
Speaker 1: a reflection of your leadership or your worth as a person.
Speaker 1: I feel like I just need to disclaim They're like.
Speaker 1: It depends on the situation. So how do you navigate
Speaker 1: this emotional rollercoaster with grace and resilience. Well, it starts
Speaker 1: with acceptance, acceptance that change is a natural part of
Speaker 1: life and business. I'll actually never forget many many years ago,
Speaker 1: it would have been probably four years ago, I had
Speaker 1: an employee, and this was only when I had a
Speaker 1: couple of employees. I had an employee say to me,
Speaker 1: as we were growing and I was hiring some new people,
Speaker 1: I don't deal well with change, and my eye just
Speaker 1: started twitching in the corner. With business, you have to
Speaker 1: embrace change, especially if you want to grow a business.
Speaker 1: I'll just never I'll never forget her saying that to me.
Speaker 1: I was like, girl, if you don't like change, like
Speaker 1: you've got a lot coming for you in life, because
Speaker 1: life is full of changes, and so is Fate. Because
Speaker 1: we were this tiny, little baby and I knew that
Speaker 1: I wanted to grow. The thing other things that you
Speaker 1: have to accept is that you can't control everything, no
Speaker 1: matter how hard you try, and acceptance that sometimes the
Speaker 1: best thing you can do is let go and trust
Speaker 1: that everything will work out in the end. A funny
Speaker 1: thought that I I have to myself, and there's a
Speaker 1: lot usually when I'm laying in bed at night, is
Speaker 1: about the fact that everyone that I have working for
Speaker 1: me now, like we have sixty plus employees at Fate,
Speaker 1: there's a high chance that one day they're all not
Speaker 1: going to work for me anymore. Why are you scrunching
Speaker 1: up your face at that. Yeah, it's just a bit scary.
Speaker 1: It is scary. And this is a real, a real
Speaker 1: thought to have, especially for us, because we are in
Speaker 1: this business where we're all young. Everyone that works for
Speaker 1: Fate is in their twenties and thirty. Like I'm the
Speaker 1: oldest employee, I'm pretty sure, like I'm the oldest one.
Speaker 1: So it's inevitable that people are going to want to
Speaker 1: change things up. Sure, I'd love to keep everyone that's
Speaker 1: working for me right now, forever and ever and ever.
Speaker 1: But like, how many people do you actually know that
Speaker 1: have worked in the one job their whole life? When
Speaker 1: you hire people to you have in your mind the
Speaker 1: consideration that there's career progression for them within Fate. Absolutely,
Speaker 1: and that's one thing that we are huge on at FATE.
Speaker 1: I'm all for career growth within Fate, and the girls
Speaker 1: that are working for me now that have been with
Speaker 1: me for years would be able to vouch for that.
Speaker 1: I would never want to be a workplace where I'm
Speaker 1: just hiring someone and I want them to stay where
Speaker 1: they are forever. Like I'm all for it. Of course,
Speaker 1: growth also has to be earned in a way from staff,
Speaker 1: Like you can't just keep making someone grow if they
Speaker 1: don't want it or they don't have the initiative. But
Speaker 1: I'm huge on growth, and I would only hope that
Speaker 1: everyone that I have working with me now can continue
Speaker 1: to grow with the company as it grows. I would
Speaker 1: never want them to leave to go and do something
Speaker 1: else because they felt like they weren't getting anywhere. But
Speaker 1: I think one of the challenges I have as a
Speaker 1: business owner is getting my company to that point where
Speaker 1: I can keep the girls growing in their roles, if
Speaker 1: you know what I mean, such as constant trying to
Speaker 1: grow and people express to us, hey, like I'm interested
Speaker 1: in growing, and I'm like, all right, bear with me,
Speaker 1: Like give me six months and I'm going to try
Speaker 1: and make this happen. And I've done that for some staff,
Speaker 1: so it's really interesting. Like I'd love everyone, I'm sure
Speaker 1: every business owner, especially if you've got a great team,
Speaker 1: you want them forever. I want them to be with
Speaker 1: me forever. But sometimes I stop and think, I'm like, fuck,
Speaker 1: maybe one day I'm never going to be working with
Speaker 1: these girls again, like because they're going to be in
Speaker 1: their forties one day and their fifties, and like, is
Speaker 1: fate even going to be a thing? Then, Like, these
Speaker 1: are the thoughts that I have, and it's just really
Speaker 1: weird to think about on this I thought i'd take
Speaker 1: it back a bit. In a previous episode, I spoke
Speaker 1: about setting boundaries and how I refuse to hire friends.
Speaker 1: If you miss that episode, I don't know what episode
Speaker 1: it was, but I talk about my experience with hiring
Speaker 1: friends in the past. It might have been episode two
Speaker 1: or three, and how it's just a rule that I
Speaker 1: have now, So let's put ourselves into a scenario. It
Speaker 1: was episode three. I've just got confirmation, So let's put
Speaker 1: ourselves into a scenario. Picture this. One of your employees,
Speaker 1: the one you've bonded with over countless coffee runs and
Speaker 1: office banter, suddenly drops a bombshell that they're moving on
Speaker 1: for whatever. Eat an ouch, right, It's like a dagger
Speaker 1: to the heart, especially when you formed a genuine connection
Speaker 1: with them outside of the office. And I think this
Speaker 1: is where I ran into issues in those early days.
Speaker 1: Is obviously my business was so different back then to
Speaker 1: what it is now. But I was friends with all
Speaker 1: of the girls that were working with me because we
Speaker 1: were like a small little team of like three or
Speaker 1: four of us sitting together every day. We became such
Speaker 1: good friends. I became friends with their partners. AJ became
Speaker 1: friends with their partners. And this is where business becomes
Speaker 1: blurry if you have those really personal friendships. And then
Speaker 1: what if one day they decide I want to take
Speaker 1: a different career path. That's fine, Like I'm all for that.
Speaker 1: I'm never going to stop anyone from doing what they
Speaker 1: want to do, because that's what I'm all about, Like,
Speaker 1: fucking go, Like if you want to go become a paramedic, like,
Speaker 1: go do it. Like, I'm never going to stop someone
Speaker 1: from doing what they want. But when it's your business
Speaker 1: and then your friends with them, like, it becomes so
Speaker 1: tricky when someone does come to that point of wanting
Speaker 1: to resign. And here's a thing with scenarios like that.
Speaker 1: As much as it hurts, it's important to maintain a
Speaker 1: professional demeanor in times of staff turnover. Sure you might
Speaker 1: want to hug it out or shed a tear together,
Speaker 1: but remember you're still the boss. So it makes it
Speaker 1: an awkward scenario if you're friends, But then you have
Speaker 1: to put on your professional hat in the situation and
Speaker 1: handle it with grace and dignity. Now that's not to
Speaker 1: say that you can't show a little empathy along the way.
Speaker 1: In fact, it's quite the opposite. Of course, you're going
Speaker 1: to acknowledge your team member's decision with genuine understanding and support,
Speaker 1: let them know that you appreciate their honesty and that
Speaker 1: you wish them nothing but the best in their future endeavors.
Speaker 1: But here's where things get a little sticky. The dreaded
Speaker 1: what now moment, the moment when you realize that you're
Speaker 1: not just losing a team member, your friendship is also
Speaker 1: going to be different from here on out. And trust me,
Speaker 1: I speak from experience with this. I'm not saying your
Speaker 1: friendship's going to end and that it'll be forever and
Speaker 1: you'll be enemies, but mixing business and friendships will always
Speaker 1: change things within your friendships. And the silver lining with this,
Speaker 1: I guess, is that just because someone leaves your team,
Speaker 1: it doesn't necessarily mean they've got to leave your life.
Speaker 1: I will admit that's a really hard thing for me
Speaker 1: to do. It's really hard for anyone to learn to
Speaker 1: set boundaries with your staff, especially given our business. Like
Speaker 1: I mentioned before, we are all around the same age.
Speaker 1: Everyone that I work with is my age or a
Speaker 1: few years younger. Everyone's in their twenties, everyone's in their thirties.
Speaker 1: So it's actually so and we all get along really well.
Speaker 1: That's the other thing too, and it's so hard. I've
Speaker 1: even had friends in business say like, how do you
Speaker 1: not become friends with your employees? Like you're working together
Speaker 1: every day, you're sitting across from each other, You're going
Speaker 1: to get lunch together. Like it's really natural for us
Speaker 1: to form friendships, and I've done that in the past,
Speaker 1: where we become friends and then that goes outside of work.
Speaker 1: So it's really tricky because I'd love to just say
Speaker 1: to all my stuff, fuck it, let's go to the pub,
Speaker 1: and like sometimes we do, but I don't know. It's
Speaker 1: just something I've really learned over the years is that
Speaker 1: you just have to draw that line and know this
Speaker 1: is a work relationship. I can't be I can't become
Speaker 1: really good friends with this one because you've always just
Speaker 1: got to think of the bigger picture and into the future,
Speaker 1: like what's going to happen in three years if they
Speaker 1: are going to leave, and then you've got this friendship.
Speaker 1: I don't know. It's absolutely messy, but it's a part
Speaker 1: of it. So as you navigate the personal and professional
Speaker 1: divide during times of staff turnover, remember this. It's okay
Speaker 1: to feel a little sad or nostalgic. It's okay to
Speaker 1: miss your coworker turned friend, but above all, remember to
Speaker 1: cherish the memories that you've shared and look forward to
Speaker 1: the new ones that are yet to come. I've really
Speaker 1: learned over the years that as sad and shit as
Speaker 1: it is and hard it is to have someone leave
Speaker 1: and have to piece it all back together and hire
Speaker 1: someone new in their place and start all over again,
Speaker 1: as fucked as that can be, it's also equally as exciting.
Speaker 1: So how exactly should we handle staff leaving? Let's talk
Speaker 1: about some more practical strategies, And I want to stress,
Speaker 1: as Fate has grown, these are really only things that
Speaker 1: we've implemented over the last few years. They certainly aren't
Speaker 1: things that I knew how to do in those early
Speaker 1: days of business at all. When people would quit back
Speaker 1: in the day, I wouldn't know what the fuck to do.
Speaker 1: I'd literally be like, what do I do? But now
Speaker 1: as we've gotten bigger, we've obviously got some things in
Speaker 1: place for when this happens. Firstly, your role with dealing
Speaker 1: with resignation begins well before anyone resigns. How by building
Speaker 1: a great company culture. It's our job as owners to
Speaker 1: build a culture where our employees feel valued, heard and understood.
Speaker 1: It's something that's so important to us at Fate, and
Speaker 1: the bigger we grow, the more we are trying to
Speaker 1: retain that. Because I think companies get to a certain
Speaker 1: size where they're so big that they can't have that
Speaker 1: good company culture anymore because it's just grown so big
Speaker 1: beyond you could ever imagine. But one thing that's really
Speaker 1: important for us at FATE is that we try to
Speaker 1: keep it that way no matter how many more people
Speaker 1: we hire. We want to create a workplace that people
Speaker 1: can enjoy showing up to every day. We want to
Speaker 1: have managers in all areas of our businessiness that their
Speaker 1: teams feel comfortable going to them about things. I can't
Speaker 1: even tell you how many times I've had managers over
Speaker 1: the years that I hated or like they were mean
Speaker 1: or nasty or a bitch. Having a good company culture
Speaker 1: is everything, and it's going to do you a world
Speaker 1: of wonders in the long run. They forget that the
Speaker 1: culture is the foundation of everything. Do you hire culture
Speaker 1: before experience? A lot of the times we have, like
Speaker 1: a lot of our especially for our office where we're
Speaker 1: all working so closely together. Yes, we want people that
Speaker 1: are going to be able to do the job, but
Speaker 1: being in the industry that we're in, a lot of
Speaker 1: the roles that we do have, they can be taught,
Speaker 1: so we will more so be looking for those personality
Speaker 1: hires someone that's going to come in and fit in
Speaker 1: the team. That's the other thing you have to be
Speaker 1: so mindful of as well when hiring people is are
Speaker 1: they going to be a good fit in the team,
Speaker 1: Because with hiring someone new and bringing them into your business,
Speaker 1: you run the risk of, like if you put that
Speaker 1: one bad person in the mix, like they can throw
Speaker 1: off the whole culture. And it's something that you have
Speaker 1: to be so careful with. And I guess people, I
Speaker 1: didn't realize when I started Fate how important making the
Speaker 1: right higher is and now it's everything to us. Yes,
Speaker 1: we want to hire those people that have the skills
Speaker 1: and that can do the job, but especially when you're
Speaker 1: in a smaller team like us, you want them to
Speaker 1: be able to fit into that culture. By having a
Speaker 1: great company culture, you're probably going to increase your chances
Speaker 1: of staff staying with you for longer. And if the
Speaker 1: time comes when they do want to go elsewhere, it's
Speaker 1: going to make resigning a whole lot better of a
Speaker 1: situation for both them and you. So your staff member
Speaker 1: has told you they're leaving, remember to remain professional and
Speaker 1: not let your feelings get in the way. I can't
Speaker 1: imagine how many times, especially if you've got that personal
Speaker 1: friendship there, people are going, I'm leaving and the boss
Speaker 1: goes what you can't leave like You can't be like that.
Speaker 1: You have to remain professional, even though it can feel like,
Speaker 1: oh my god, why are you leaving? Why you doing
Speaker 1: this to us? You can't be like that. When someone resigns,
Speaker 1: it also gives you the opportunity to have the staff
Speaker 1: member give you feedback on their role and your business,
Speaker 1: which is otherwise known as an exit interview. These conversations
Speaker 1: can be extremely valuable to your business and can help
Speaker 1: you to uncover any underlying issues within your company. And last,
Speaker 1: but not least, let's talk about turning lemons into lemonade.
Speaker 1: I'm talking about leveraging staff turnover as an opportunity for
Speaker 1: growth and improvement. So take a step back and ask yourself,
Speaker 1: what can we learn from this experience. How can we
Speaker 1: use this transition to make our team stronger, our process
Speaker 1: is more efficient, and our culture more inclusive. If there's
Speaker 1: one thing that having staff come and go within your
Speaker 1: business will teach you, it will be the power of resilience.
Speaker 1: And I'm not saying that in a way where you'll
Speaker 1: bounce back from a staff member believing like it's no
Speaker 1: bloody big deal. I'm talking more about digging deep, finding
Speaker 1: your strength, and pushing forward no matter what life throws
Speaker 1: your way in business, because let's face it, there will
Speaker 1: be bloody setbacks, there will be challenges, and there will
Speaker 1: be days or even weeks where you feel like throwing
Speaker 1: in the towel. Been there, done that. But believe it
Speaker 1: or not, it's through these moments of adversity that your
Speaker 1: true resilience shines through. I haven't learned everything that I
Speaker 1: have learned from all the fun we have at work
Speaker 1: or all the clothes that we sell. I have learned
Speaker 1: everything and am the way that I am from those
Speaker 1: times that have pushed me to my absolute limit. So
Speaker 1: when it does come to staff leaving, we have to
Speaker 1: always maintain a positive mindset. Remaining positive, especially in times
Speaker 1: of adversity, can make all of the difference. Well, anyway,
Speaker 1: my friends, that is another episode of big business out
Speaker 1: there in the universe. I've got to end it with
Speaker 1: my tip of the week. Take your time, don't jump
Speaker 1: into hiring someone, especially based off your personal feelings. If
Speaker 1: there's ever a slither of doubt take your time with
Speaker 1: that as well, because I feel like I've got instinct
Speaker 1: is always right. If you've interviewed someone and you're still
Speaker 1: not one hundred percent sure, or there's something that you'd
Speaker 1: like some more clarification on, speak with them again. Don't
Speaker 1: jump into it because when you're hiring someone, I know
Speaker 1: it's probably not something that people think about a lot.
Speaker 1: That hiring someone is a huge risk in business, and
Speaker 1: once they're in your company and in there, they are
Speaker 1: in there anyway. As always, please subscribe to my podcast
Speaker 1: if you haven't already, and I'm not going to say no.
Speaker 1: If you want to leave me a five star rating.
Speaker 1: That's all from me this week, and I'll be in
Speaker 1: your ears next week. Thanks for listening. Oh I forgot
Speaker 1: to say chase after your dreams as if they owe
Speaker 1: you money. I can't forget that one