Matt joins us on the podcast to talk about why we need to find our 'fits' in our team, position, management skills, and culture. Not only do we foster these to create psychological safety, but we do this so that we actually thrive in our workplace. Matt gives ways to find you fit, what to do with this information, how to embrace your team with this, and so much more.
Where to find Matt:
Linkedin: https://www.linkedin.com/in/mattley/
His Website: https://flipthescript.io
His Email: matt@flipthesccript.io
Full transcription below: (May contain typos...)
Matt: [00:00:00] [00:00:00] sure. so where companies might struggle with the psychological safety is that the feedback loops that kind of need to be built in, throughout the process, saying, Hey, we're. we're diverse. We can measure that it's a metric, it's a quantitative, but the qualitative piece of how do people feel about it, which is that next step into actual inclusion, which is the bedrock of starting any psychological safety.
Keerstyn: [00:00:52] welcome to the podcast, Matt. We're really excited that you're here today to talk a little bit more about what you do and who you are.
Could you please give just like a brief [00:01:00] intro of what you're involved in these days and how you got involved with
Matt: [00:01:04] it?
Sure. my name's Matt Lee, I've worked, for flip the script, coaching consulting actually own it. we're really focused on helping leaders in transition. it's gained confidence and clarity on what they're doing. so that's both through coaching and consulting. As the name says, organizations working on employee engagement, individuals working on that sense of purpose and alignment with that purpose.
Keerstyn: [00:01:32] Yeah. Interesting. So what are some of those pains that oftentimes your clients come to you with? are they really struggling in the employee engagement side or are they just at a loss for what is the problem? And they're just struggling to get over this weird issue that they don't really know what is
Matt: [00:01:50] yeah.
So on the, organizational side, a lot of it is your. They're coming with the symptoms and they're trying to figure out how can we address these? And a lot [00:02:00] of those symptoms come up with either a high turnover rates. That's a pretty big one. and also just employee engagement. If they actually have those surveys, like the scores are low, we just don't understand.
Sometimes it's a. we just went through a catastrophic event, which could be a positive, catastrophic event, like a product launch went awesome. And now we're in the last two years, three times larger than we were before. We didn't know. We just kept promoting people from within and all of a sudden we're at this point where we've got people in roles that don't necessarily align, or we just had to, we purchased another company.
So it's a merger acquisition, or possibly because of. The market we've shrunk in size, and we're trying to figure out where people fit now because everyone's been wearing multiple hats. And so that's, those are a lot of the symptoms that are pretty common, or just you've been doing it for a long period of time.
And people are looking for either a fresh start or they've lost that sense of their why. so coming in and looking at. Yeah. What are the [00:03:00] PhETs than the forfeits that we normally look for are the fit of job? Is the individual aligned with the role that they're doing a fit of the manager at? Does the person managing, have a good sense of the skills needed to do that in general?
And for the specific person team fit team dynamics and then culture fit, has the organization potentially shifted or is the culture. Implicit and not explicit. And so we're missing some alignment. So that's on the organizational side. That's how it works.
Keerstyn: [00:03:31] Yeah, absolutely. That's really interesting. I'm glad that you mentioned those four fits because I think that's a really vital thing that people don't realize that there could be a miscommunication or a problem between one of those fits and you might fit into one bubble, but you might not fit into another.
What are some of the things that, you kind of prescribe or, help with when it comes to that job fit? What. What are some of those things that you do to get them through that and to get them aligned back with their job and aligned [00:04:00] with their why?
Matt: [00:04:02] Sure. one of the biggest ones that, and I think fairly easy is that finding a tool that has a good behavioral assessment match.
and so if you can get a good behavioral assessment, Job target. and the tool that I use most frequently is predictive index. Cause I think it's just a great framework for talent optimization. but there's others there out there. People use Enneagrams or Myers, Briggs. They can do some of that, work or your five voices.
but if you can make a fit between what the job, as a role needs. And then the individuals who were either in those roles or applying for those roles, that's one of your biggest indicators of job success. Like you can also go cognitive people do wonder like a predictive index also has a cognitive assessments.
It's very similar to wonder. but those are good for jobs success to start out that doesn't move beyond just the job. it doesn't help with the management or the team dynamics. So I really rely on the behavioral [00:05:00] assessment piece. And then when you talk about that why that becomes part of the.
talk the talk and walk the walk and then, make sure you're not walking in circles because I think that third piece is where organizations miss it on culture is figuring out what your culture is, make it explicit. and then on the level of, culture, it's the, the walk, the, walk, the talk, the talk, walk the walk, and then make sure you're walking, not in circles.
And then the talk is making your culture explicit, not implicit. So make sure it's out there and people can find it and read about it. Then making sure that your management is actually living that out. That's walking the walk, and that needs to be something that's done consistently so that people can also see it.
And then having a make sure you're not walking in circles is what are the metrics and measurements. And one of the big ones is. The just employee engagement survey, and you can use a generic ones that come with, packages like predictive index has one, or else you can get very specific to your [00:06:00] specific cultural pillars and align and see what that looks like.
You can work with organizations. I think a fast mirror is one that you can create specific to your particular business engagement surveys.
Keerstyn: [00:06:14] Yeah, absolutely. What should people be looking for in these engagement surveys? I feel like there's 1,000,001 things out there, and you can ask 1,000,001 questions about anything to your employees, but what are some of those specific, either questions or items or even concepts that we really should be asking to our employees?
Matt: [00:06:35] Yeah. And it'll boil back down to the forfeits. that's a good question of engagement of high feel. I understand the direction of the company that might speak to your fit with the culture with the organization. I feel that my voice is heard, or I feel that my position matters in the way the business carries things out.
I feel that I can [00:07:00] take, issues. To my manager to talk about them. And so looking kind of thinking of the forfeits, what are the temperate types of questions that...
