Ask any of the employees at Honest Wrenches when their next one-on-one with their boss is, and they’ll likely respond with something along the lines of “Whenever I need it.”
That may catch a lot of leaders by surprise. What do you mean there’s no schedule? Why is it up to the employee to decide? Shouldn’t it be up to the leader? Absolutely not, according to Josh Mullins. And, when it comes to one-on-ones, don’t even think about bringing up work. That’s off the table.
Mullins comes from a background that has given him a unique perspective on people. He struggled with addiction issues in the past and is the first to tell you that he has absolutely no right to tell anyone else when they’ve screwed up. He’s since overcome his struggles and is now Vice President and COO of the two-location Honest Wrenches in Iowa and has used the lessons that he’s learned to help him bond with his employees and create real change in their lives.
“If someone messes up at my store, either they didn’t know what they were doing or something is going on on the outside; either way, it’s an opportunity for growth.”
Mullins says that the problem with businesses is that people forget that people are just people and that having an outside life is real.
“They expect 110 percent. If your wife is battling cancer, how can you give that? It’s important to sit down with your people all the time,” he notes. “I do it all day long.”
Mullins shares with Ratchet+Wrench how he’s thrown out the traditional, scheduled one-on-one performance reviews and created meaningful connections with his employees where they know they can come to him for anything.
Backstory:
Before working in the auto industry, Mullins managed restaurants, which gave him a knack for working with people. He eventually tired of the hectic hospitality schedule and was interested in nursing school, which had a year-and-a-half wait. While he was waiting, he took some auto courses and met his business partner, Travis Troy, and the two have been in business together for 14 years.
Problem:
Mullins has an issue with performance reviews because he believes that talking about numbers and writing down responses kills the mood instantly. He adds that owners that talk to their employees only when they’ve done something wrong send the wrong message. Namely, if they’re asking to talk to you, you’re in trouble.
Mullins has found a way to check in with employees that works for him, but it wasn’t always as seamless as it is now. For a while, he tried scheduling check-ins but found that something always came up and the one-on-one ended up getting pushed back until it was eventually forgotten. There was also a period when the managers were running the one-on-ones, but Mullins found that it began to turn into traditional performance reviews, which he’s not a fan.
Solution:
Mullins’ philosophy is that if you have a job with him, you must be doing a good job. He adds he trusts his team, and he doesn’t see a need for traditional performance reviews.
“My advisors run crazy good numbers; we don’t talk about that. We talk about life.”
Mullins didn’t even realize that he was doing one-on-ones with his team initially. It’s just the way he leads. He cares deeply and his team knows that they have an open mic to talk to him if they ever need anything. (For tips on building this kind of rapport with your team, check out Five Tips for Creating a Safe Space.)
Every Monday morning, Mullins and his team have a meeting. They circle up and talk about their weekends. They discuss the fun things that they did, and it gives Mullins an opportunity to see where everyone’s head is at. For instance, if someone who is normally talkative doesn’t have anything to say that morning, he’ll find a time to check in with them later in the day.
“I can see the ones that are tired or someone who isn’t with it,” Mullins says.
And it’s not just him. His team also looks out for each other and notices when someone seems down in the dumps. They’ll take note, and let Mullins know to check in.
“The whole team looks out for each other,” Mullins says. “Everyone knows that everyone else has their back, someone will see it.”
Aftermath:
The way Mullins sees it, every one-on-one is a breakthrough.
“It gives the person a moment to release. They start to create a way to fix it themselves while we’re talking. I’m just there to listen and give guidance into thinking about what they should do.”
Mullins says the one-on-ones are so important that he wouldn’t have the people he has working for him today if he didn’t do them. Since everyone messes up, it’s important to check in and make sure that your team sees work as a good and safe place.
Takeaway:
Mullins says that it’s not necessary to harp on numbers and get upset with your team about every little mistake. The key to success is caring about your team and letting them know that they’re supported. It creates a better working environment that results in more success.
“If you do what’s right and take care of people, you’ll get paid.”
To do it right, don’t make it a formal meeting. Don’t call them into your office. Meet your people where they’re at. Walk up to their toolbox and ask how they’re doing and pay attention.
Five Tips for Creating a Safe Space
How to let your team know you’re there for them when they need you
Josh Mullins, Vice President and COO of Honest Wrenches in Iowa, is the type of boss employees search a lifetime for. He’s created an environment where his team knows that he’s always there if they need him. They’re not afraid they’ll be reprimanded if they make a mistake, they’re not dreading an annual performance review, and they know they can tell him anything. That’s not the case at most workplaces. If you’re looking to create an environment like this but aren’t sure how to gain trust in your employees, here are Mullins’ top tips.
- Tell them you care. It’s as easy as it sounds. Let your employees know they’re important to you. Mullins says he tells his team he loves them every night before he leaves. He says in the beginning, people may think it’s weird, but eventually they trust it and know that Mullins is a person they can confide in.
- Don’t bring up work. That’s just showing you care about dollars. Mullins says he never brings up anything to do with a car unless the employees ask about their own performance, which they often do on their own because ultimately, they’re there to do a great job.
- Don’t check boxes. It can’t seem like you’re just going through the motions. Mullins says he never writes anything down anymore because it felt so formal and put people on alert. Instead of running down a list, let employees lead the conversation and see where it goes.
- Confidentiality is key. Mullins doesn’t tell anyone what he and his employees discuss because it can lead to gossip, which will immediately erode trust. Instead, Mullins makes a point to wait until someone on his team that he’s worried about is alone, so they know it’s a private conversation.
- Meet them where they’re at. You don’t have to bring your employees into the office. In fact, Mullins says you shouldn’t. It can make it seem intimidating and like they’re going to the principal’s office. Instead, start a regular conversation with them at their toolbox.
