Chris Collins (YouTube) describes a common problem where managers with decades of experience produce poor results—unprofitable departments, inconsistent customer satisfaction (CSI), and high turnover—because they are entrenched in habits, prioritize feelings and justifications over measurable facts, and resist acknowledging problems needed for improvement.
The next kind of two I have go together. And we, we say this all the time in situations where there's a lot of experience but terrible results. And so you have, you know, a manager that's been doing it for 20, 30 years, but their department isn't profitable, their CSI is really inconsistent, high turnover. And they, you know, they invariably are so set in their ways that we'll say like they have 20 years of experience working against them. They have all the reasons why it can't work versus just the, the path to how it can. And then most of the time in those situations, they're. They're talking about feelings like they're actual facts when they're not. Like, none of their behaviors, none of their thoughts get us to where we want to go, but they're so married to them because it's just how we are as humans. Like just over time, we have to justify the thing when we build this world. Like we talk about this in the, in the leadership training, right. Is like you build the city around all of your, your issues and.
Requires you like, almost reinventing yourself, letting all that go and, and focusing on the actual facts and putting the feelings in a, in a bag and leaving them on the curb, in a sense. But. So it's really hard to talk to people like that because you just keep like, this happens to me all the time. I'm like, okay, but what. What's the net to gross? Well, see, the thing is. And they go on this hole and I'm like, the funny like, no, you just, I asked you to just read this number to me. Well, you know, parts, but. And it's like, if we can't acknowledge that we are broken, we can't fix it. Yeah.
