How to Get Buy-In So Business Changes are Wildly Successful
Jen explains the elements of getting buy-in using change management best practices. Learn how you can deliver change your organization needs, your customers want, and front-line staff will embrace. This episode appeals to enterprise implementations and small businesses.
Be sure to listen all the way to end – there’s a NICE outtake you’ll want to check out.
Ready to bring a sweeping change to your organization? Learn the quickest way to get buy-in! #business #change #teams Click To Tweet
Things we mention:
- US Peace Corps
- Change Management
- Bull in a China Shop
- 21st Century Leadership
- Generational cohorts
- Agile methodology
Jen: Hello and welcome back to the Third Paddle. I am Jen and I am here with Twila and we are going to talk about change today because I think if there is one thing you can be sure of, things are not staying the same, what do you think?
Twila: I think you are absolutely correct and we all love change, right Jen?
Jen: Well I am the wrong person to ask because I actually do love change and I can say this as someone who is only in a few years of business and has already had two website [00:00:30] redesigns and nine different business cards and it ain’t because I can’t make a decision, it’s because I am always evolving.
So, we will get back to that in just a minute but thank you for listening.I'm on Team Jen! I LOVE change and my business is continually evolving! #business #change #management Click To Tweet
Announcer: You’re listening to the Third Paddle podcast, recorded at the Vandal Lounge in the beautiful South East Portland Oregon. Why the Third Paddle? Because even the most bad ass entrepreneurs get stuck in business shit creek.
Tech strategist Jen McFarland and business strategist Twila Kaye are your third paddle, helping [00:01:00] you get unstuck.
Twila: Hey so thanks for listening today. Jen, I love this subject of change because I know your background, many of our listeners don’t know your background but your entire background has been about change from your time in the Peace Corps to your time in working in large corporations and for the city, and now, even as an entrepreneur, you alluded to that [00:01:30] in the intro of already going through two website designs and nine business cards and someone like me does the same, but we do it for a different reason.
So, talk about change, talk about how you can actually do better for your business, for your team, for your company by ushering in that change.
Jen: Wow, that was quite an intro, thank you, Twila, that was great.
Yeah so for [00:02:00] people who don’t know me, my entire business philosophy is based on listening and when I was in the Peace Corps, in Kazakhstan, one of the things that are clear is that this is a country that was looking to make a few changes, otherwise they don’t typically agree to have Peace Corps there.
So the most important thing you can do when you are bringing in change is listen, listen to the people who already have their boots on the ground, listen to what the problems and the concerns are [00:02:30] and listen to what is going right, because in as much as people in a corporation in the US or small business owners, as much as it is not like living in Turgan Kazakhstan as a Russian teacher in a small village, it’s also the same in that if you bring in change that isn’t needed or isn’t wanted or you don’t listen to the people around you to their wants and needs, then you are missing the boat [00:03:00] and you are just going to make people angry, and that is not the way to kick off change.
Twila: Correct, especially in an organization right, in a company, in a leadership role, in an association or some type of volunteer organization in a non profit, and even in your own business, you talked about the two different website revamps and the nine business cards, and it made me think even about my own experience with those type of things and the reason [00:03:30] why change happens so much and I missed the boat on so many opportunities, was because I didn’t listen, I didn’t listen to that voice inside that was telling me where I should go and what I should be doing, and I wasn’t listening even to my customers that were telling me what they wanted and needed most out of me that was a pattern that I could have seen a lot sooner.
So, making revamps [00:04:00] and changes that were just unnecessary and so I love the fact that we are going to talk about all of this today, not just how to make change good, even with those who are uncomfortable with change, but also how to make it necessary and how to avoid that unnecessary change when you need it.
So let’s talk about that good force of change and how to make sure that bringing in a change in an organization and even in your [00:04:30] technology, to do that in a good way.Learn how to leverage change for good! Your organization deserves wildly successful changes. #business #change Click To Tweet
Jen: Sure and most of the change management roles that I have filled are related to technology but you know, it’s so strange, we always give tech people this bad name of not being able to communicate but communication is such a big part of any sort of tech implementation and you need to lay that groundwork early so when a leader [00:05:00] in an organization identifies some big goal, some big change that needs to occur, particularly around technology because many people have a lot of emotion when it comes to technology.
People like my husband, if he could have it his way, he would still be using Windows 95 or something.
Jen: You know, he doesn’t want to change.
Twila: Type one in the DOS at login.
Jen: People don’t want [00:05:30] to upset, especially at work, like if you just know what you are doing and you have done it that way for a long time, it’s not so much the, “we have always done it this way” mentality it is more that it is easy, I don’t have to think about it, I know exactly what I need to type and where I need to type it.
Twila: I don’t need to learn something new.
Jen: I don’t need to learn something new, that is just going to take me more time, I am already am backlogged in the work that I need to do, why do you want to change everything?Resistance to change may be as simple as your frontline staff not wanting to waste time because they have productivity systems in place. Talk to staff and get buy-in. #business #change Click To Tweet
Jen: And so what [00:06:00] really helps, when we are talking about change around technology or some big new initiative within a large corporation, is that you put feelers out early. You sometimes start talking to people before you make a large announcement.
Twila: Mm-hmm (affirmative).
Jen: And you start gathering all of that information about whether or not it is needed, how people are feeling about things, you find the people who are your champions and your advocates within all levels of an organization.
Jen: And you do that now [00:06:30] only to figure out if it is really necessary, but also, these are your key people within the organization who you can rely upon to help with that messaging and to help get people on board, because change for the sake of change, does nobody good, it does not help your organization.
Change that is needed and change that has been well explained and documented and that you have a force of advocates and champions, that is the change that will be successful.Change that is needed and change that has been well explained and documented and that you have a force of advocates and champions, that is the change that will be successful. Click To Tweet
Twila: [00:07:00] Right, because I think about change, especially in a large company or an organization and I think about all of the different dynamics of all of the different people that you have that are involved right, and the dynamics and how they are feeling about it. And you said something early on about really listening but then finding what is right, not just pointing out what is wrong and why [00:07:30] that change is coming on because of the things that are going wrong, but identifying and acknowledging for your entire team, your entire staff of what’s going right and how this change will even make that better.
Jen: Well not only that, if you find that thing that is right, and you can look at that team in the eye and say, that’s not changing.
Jen: Or, we are making that even easier, and here is how [00:08:00] and it is legitimately going to make that easier, you will get buy-in.
Twila: They will love you all day long.
Jen: And this isn’t about tricking people to gain buy-in, this is about honestly communicating and listening and letting people know that change is coming.And this isn't about tricking people to gain buy-in, this is about honestly communicating and listening and letting people know that change is coming. #leadership #business #change Click To Tweet
Twila: It’s being a better leader.
Jen: It’s about being a better leader, this is about leadership and change management, always, change within an organization, technology project, you always have to have that champion at the top, [00:08:30] because they are the person who can push all the levers and help you make change if it is a multi-level organization, they can help you get in the room with the people you need to have contracts with. They can help you get in front of the right people.
Jen: They can also push the money if you need more money. But then, you also need the people across an organization and from the bottom up, [00:09:00] because if you don’t have that and if you don’t gain that buy-in from people, then it is a nonstarter.
Jen: There is one company I worked for in particular that spent a million dollars on new software for inventorying and they were out of business within two or three years, because if you buy enterprise-level software that is supposed to make your life easier, it had better make your life easier.
Twila: Right, and we talked about this a lot [00:09:30] in another episode, especially when you are making any type of equipment change or anything like that, get your IT department involved, have them in the meetings right? Get everyone in the room that it can impact or at least the managers of those departments that it is going to impact and have that roundtable before you ever start the process.
Jen: I would agree with that and then one of the steps actually, [00:10:00] so you go out and you send your leads out there and you get that buy-in, you know, and then after that, you maybe send out the messaging that something is going to happen and there is going to be change. And then you have your project manager or your change management person talk about how and why and what is going to happen. And in a technology scenario, it is also so that you can identify those key people that you need to gather requirements from.
Jen: And one of the things that can get overlooked in large companies [00:10:30] is not talking to the right people about the tasks, about the work that they do and about how they use an existing system so that they know how to roll those changes into the next system. And that’s how a lot of these corporations go out of business, they don’t identify all the needs, they don’t cover all the bases, they don’t document everything.
And something else we have talked about, on a smaller scale, one of the reasons you need to know everything, the way it goes down now is so that if you go to change something, [00:11:00] then you are not reinventing the wheel, because it’s already enough work.
So this is assuming you have the documentation in place, so then you are just identifying the people you need to talk to, to make sure that is accurate and then writing down the specifications for what it does and what you need a new system to do, analyzing the gaps and making sure you are bridging it and then you find the right product to help you with that change.
Twila: Right. And the way you get your team [00:11:30] buy-in, when you were talking about all of that, I was thinking, the best people that you can find to be your messengers and your soldiers out there, getting the buy-in that you need, aren’t who you think they are. Most companies, you know, I have gone in and helped several companies with change management, and the first people they look for are those leaders themselves that can just go in and make things [00:12:00] happen and get everybody taken care of and you know, just go in and make it so.
And, the wrong person to have to go in to handle and manage your change because they are going to be that authoritarian or that dictator and look, this is the way it is, so just do it and make it happen, I don’t want any excuses, I don’t want any questions.
Or, [00:12:30] they bring in the cheerleader right, they bring in the one that is like, this is going to be so great, and you are going to love this and this is, wow, it’s going to blow your mind and all of this. Everyone else is just sitting there going, get out, get out now, we are not doing this and they have shut down when really, the people that they need to be looking for are those analysts, the ones who are going to do all the research and know exactly why, [00:13:00] what and how things need to get done.
And then the other person that they need to look for to usher in this change is that logical one. The logical one that the light bulb comes on and they go, oh, now this makes sense. When you hear someone say, that doesn’t make sense or this does make sense, you are talking to a logical person. More [00:13:30] than likely you are talking to that in the color code, the white personality, who everything has to make sense.
So if you can bring those two, the analyst and the logical person together to be your soldiers in ushering out that change or ushering in the change and getting everyone’s buy-in, you’re golden, you’re golden.
Jen: Yeah I think that one of the change managers that I really liked and appreciated was a mix [00:14:00] of, and Myndi if you are listening, I am just going to pull a Twila right now-
Jen: Myndi, if you are listening, but she was like an interesting mix of cheerleader and analyst and because she was an analyst and she got it and she asked a lot of questions and actually listened to the answers, it was really helpful to get things done.
Twila: And she had the enthusiasm to bring that, that the cheerleader does but she also had [00:14:30] the logic that those people were going to need to know that this change makes sense to do.
Jen: She was also a bulldog, I will tell you that.
Twila: That’s awesome.
Jen: And you need to have that for a good change agent, you need to have somebody who can get in there and let people know when things don’t make sense and really help push leadership influence actually. But it is kind of like pushing, you need to bring people along.
Jen: So the change actually happens in the right way, in the right direction I should say, that will actually further the organization. [00:15:00] And it’s interesting that you say that, I have been in companies where the power dynamic has absolutely shattered any goodwill around a change, absolutely shattered it. Like you have people who are so harsh and so authoritarian.
Twila: Like bulls in a china shop.
Jen: I know and people don’t respond to that.
Jen: What happens is people actually shut down and say, sure, whatever you want [00:15:30] and it is usually a good sign that things are not going to go well.When you force-feed change, people actually shut down and say, sure, whatever you want. That's a good sign that things are not going to go well. #business #change #teams Click To Tweet
Twila: Right and then you have a mass exit and you wonder why.
Jen: Or it doesn’t work.
Jen: You have a failure and that happens in government and it happens in nonprofits and it happens in corporations. Corporations and government can typically recover, they can typically find the money to do it again but there are other businesses where it is a game ender, [00:16:00] when you have to roll back, you know?
Twila: Well look, if you are solopreneur and an entrepreneur and you usher in this big change with your systems and everything else, then it can leave you zero money to continue investing in yourself and your business. So if I take for instance, one of my clients who bought in Infusionsoft too soon and spent a lot of money, like we are talking [00:16:30] upwards to $30,000 within the first year because they went through their $10,000 training and their $2,000 training and then paid one of their certified people $2,500 a month for eight months and made the monthly investment in the software and everything to find out, crap, I didn’t even need that at all and they spent all of that money and then after that, didn’t have money to do the other things that they needed to actually get [00:17:00] their website done, to actually order those nine sets of business cards that they needed and everything else along the way.
So even companies have to be mindful of so much when they are ushering in change, but even that solopreneur and that outsourcer, that freelancer does as well, talk about that in the realm of change and ushering in change.
Jen: Sure I would say that, well Infusionsoft [00:17:30] as a sidebar, I think it is a great product but if you don’t have a really big list-
Twila: It’s a baller as we like to say.
Jen: Yeah it’s a baller but if you don’t have a really big list, by a big list I mean like-
Jen: Thousands and thousands and you are not using that list effectively if you haven’t monetized your list and if you don’t have joint venture partnerships, you really don’t need Infusionsoft.
Twila: Not right off the bat.
Jen: Not right off the bat. Once you start having [00:18:00] affiliates because it has an excellent affiliate module to it.
Twila: And you are running multiple campaigns.
Jen: Multiple campaigns.
Twila: And you are wanting a lot of tags and things like that, I mean there are some parameters that Infusionsoft themselves would say you know, maybe you need to use this first.
Jen: Yeah I think that Infusionsoft is again, just not to get totally sidetracked on Infusionsoft, but it is an example of something that I see which is to say that people [00:18:30] see that shiny object, they stay up late, they watch the videos on Facebook and they think, well I really need that.
And so what I would say is, to the small business owner, because the budget is smaller, you don’t have that margin of error, you can’t change your mind and redo everything.
Twila: And even the small business owner, you don’t have that budget and you don’t the bandwidth right?
Jen: Yeah and even some large businesses don’t have [00:19:00] the margins that you would think that they do. I would actually argue that everybody should take the time to really look at stuff before they bring on a product that is several thousand dollars. We have talked about how people can do side systems and all of that, that is another example of it.
But in the case of a solopreneur or the small business owner, I would say that talking to people within your field and what are they doing, is helpful but that is not the end all, be all, [00:19:30] of the answer.In the case of a solopreneur or the small business owner, talking to people within your field, is helpful but that is not the final answer when looking to make software or process changes. #business #change Click To Tweet
Facebook videos and all of that, again, it can be part of it but what’s most important is two areas, what do you need, what is broken that needs to be fixed? If you have employees, how is it working for them now? What is missing? What would they like to see? But then the other discussion that gets lost sometimes is, what is [00:20:00] the customer experience like? What do they need?
Jen: What do they see? What feedback are we getting from them? Good, bad or indifferent and how can we make that all fit together? It’s very complicated and it’s the same thing at a large level as well, even in government, believe it or not-
Jen: As horrible as government websites are and the processes can be, a lot of that is just the bureaucracy.
Twila: The game changes, like the game [00:20:30] of dominoes right? And if you play one chip wrong, everything else can collapse.
Jen: That’s correct.
Twila: But if you play them right, they can build you an entire house and stand forever.
Jen: Exactly, exactly. Getting back to Kazakhstan, it was like there were these beautiful churches, and they didn’t have any nails in them, and they have stood for hundreds of years.
Twila: Right, thousands of years in some places.
Jen: You know, beautiful. Russian [00:21:00] Orthodox churches that don’t have any nails, think about that for a minute and so that is what we are really trying to build with change, is something that is held together and it is stronger than the materials because-
Twila: It’s built on what’s right first, what is going right first.
Jen: It’s built on need.
Twila: The gap.
Jen: The gap.
Twila: The gap, we talk about the gap right?
Twila: What’s going right, what’s not and what’s the need to [00:21:30] fill that gap.
Jen: Yeah, what is missing.
Twila: What’s missing.
Jen: Right, wrong, and what’s missing and if you can marry those three things together and come up with solutions, that is where the change is.
Twila: And I think you bought up the greatest point of all, whether you are a large corporation, a government entity, a small business, a solopreneurship or a freelance operation, you brought up the greatest point of all, to really [00:22:00] look at all of that together based on the customer experience that you are wanting to have to happen, because that’s the end result.
Twila: The end result is, are people doing business with you? Are they buying from you? No matter what your change is about, you are probably bringing in change so that you can grow and scale the business which means more customers, more orders, more sales, more all of that and if you are not taking into consideration [00:22:30] the experience for those people buying from you, in all of that change, you have missed the boat, missed it, right?
Jen: Oh I couldn’t agree more. If you are talking about government, it is how they are paying their bills if you are talking about nonprofits, it’s how are they donating to you, no matter what the process is, you had better make it frigging easy.
Jen: It has to be as easy as possible, it has to be as painless as possible and it has to be reflective [00:23:00] of the values of your organization.
Jen: And because people have expectations.
Twila: And cost effective, right? It’s not cost effective just to go out and bring change on a whim, it goes back to just proper planning, listening, talking, communicating, bringing in everyone who is going to be impacted by that.
Jen: I think that that is true and you know, to your point, it’s also about getting the right tools for the job based [00:23:30] on needs and the budget, why would you bring in Infusionsoft for 30 grand if ActiveCampaign is going to do probably everything that you need for example.
Jen: You know, or if you have an even tighter budget, you know, Mail Chimp which is free. There are just so many options out there that you can use that just because there is that shiny object, or just because your friend in a similar business, or just because this other government entity, or other corporation, just because it is right [00:24:00] for them, doesn’t mean it is right for you.
The one thing we haven’t really talked about, you can have champions, you can talk to people, you can usher in change, you can do a communications plan, but somebody still has to make the tough decisions.
Jen: Because you are not going to make everybody happy.
Jen: You are going to make things easier, you are going to make things better, you are going to listen, you are going to find those ways to really deliver to your customers.
Twila: But you are still going to have resistance.
Jen: But you are still going to have resistance and you are still going to have to [00:24:30] put your foot down sometimes and say, this is the way it is going to be. The key is to pick your spots and when you pick your spots, then it will bring you the results that you are looking for.Resistance to change is inevitable but helping people understand why change is necessary goes a long way toward reluctant acceptance, which is better than a staff revolt. #business #change #teams Click To Tweet
The difference is that you don’t want to be so grounded in your thinking that you are missing large things that could bring the whole thing down.
Twila: Mm-hmm (affirmative), yeah talk about that a little bit. I mean, what are some of those signs of things that would come up [00:25:00] that could be red flags to the decision maker ushering in change?
Jen: Wow, that is really hard to talk about without getting specific about a particular project, but I would say that when you have a preconceived notion based on the past, meaning we have done similar things before, [00:25:30] so certainly this is going to work, that can be a blind spot.
Twila: You think?
Jen: If all evidence is pointing you in a different direction-
Twila: We’ve got to do it because it’s the way we have always done it.
Jen: That sounds like such a cliché, you know?
Twila: But it is a huge blind spot for a lot of leaders out there.
Jen: It really is and I have written a blog post about this, of course, because I write about all [00:26:00] of these.
Twila: I was just going to say, what blog post haven’t you wrote?
Jen: I am a one-woman blog post wrecking machine. I did, well you know I am a leader geek, Master’s degree, so I want to first acknowledge the experience, this isn’t a knock on the experience, of course, experience is great and wonderful but we live in an age of disruption, particularly digital disruption, meaning we don’t even know what tomorrow [00:26:30] may bring on the technology side, on the leading edge.
So if you are relying on data that is 20 years old, as your only, only point of reference for how to move things forward, then you may be missing things and it is typically in that bucket of, that is the way that we have always do it.
I would say that one of the best blog posts that I read, and it actually was just the baseline [00:27:00] for an entire week-long seminar I led on leadership, is this new leadership that we are in now and the 21st century leader is actually based on abundance and not scarcity.
And so, old leadership is about, you just gather the leaders in the room, they make all the decisions top-down organizations and people listen. These organizations that are still run [00:27:30] in this 20th-century model, and bring change that way, you will find that the Baby Boomers respond very well to that, but people who are younger-
Twila: They don’t.
Jen: Gen X, Millennials, they don’t respond to that, they want to be included.
Twila: Right, or even your Gen Ys, I mean I am a Gen Y, you know I am right on that cusp, I am two years younger than that Baby Boomer, my sister is a Baby Boomer, I am [00:28:00] a Gen Y.
Jen: A cusp.
Twila: Right, I am a cusp and I don’t like that excuse, because we have always done it that way or when I see a company or an organization, my favorite line is to be able to go in and say, the 1980s called, they want your whatever back.
Jen: Right and so relying on and thinking about things from a scarcity model, which is another example of that, would be, that you don’t want to look at what other people [00:28:30] are doing, that you feel threatened by the competition instead of realizing that there is enough work for everybody and looking to them as a way to learn right?
Or partnering with people, you want to do everything alone, all of these models for change that are just very siloed, based in the past, not forward thinking, those are recipes for disaster. Not listening, not sending out the feelers in the organization, not trying [00:29:00] to ensure that you have buy-in, these are all recipes for disaster.
Twila: Having that attitude of look, I have been doing this a long time, this isn’t my first rodeo, I know what to do, I know how this needs to be done, that’s a sign, that’s a red flag that it’s not probably going to go well.
Jen: I mean it might go well for a while, here is what I will say about that, it might go well for a while and you [00:29:30] might even get it implemented, but if you are not getting the buy-in, if you are not listening to the different levels of the organization, because I will tell you something-
Twila: And your customers.
Jen: And your customers, well because it means you are not listening to frontline staff is what I am saying because they will tell you what the customers are saying.
Jen: If you don’t do surveys and things like that. So what I will say is if you have leaders within an organization at every level, it’s not just somebody who had the [00:30:00] title of CEO, and when you want to do change, you better make sure you have tapped into all of that leadership because that’s how you will know what your customers think and that is how you will know where the gaps are and that’s how you are going to know that change will be successful, whether it is technology or not.
It’s just that technology is so essential now to make things move forward and technology is so blasted expensive at every level. If you think of technology as a percentage of budget across the board, [00:30:30] it’s probably about the same amount of budget for everybody, it’s just that some of the budgets are small and some of the budgets are big.
Jen: So it is so expensive that you have to get it right.
Twila: Yeah and you better be talking to those boots on the ground people like you said, all of those people, all of those leaders that you have within your companies, I know it just brought to mind, not too long ago, they had a huge technology upgrade at the company that my husband [00:31:00] works for and of course, all of these analysts came in and they were saying everything that needed to be done and the bosses took it on.
They started rolling it out and the guys on the ground, like my husband who are the mechanical maintenance guys actually working on the machines, were like, did you people not even, why didn’t you talk to us? This cannot be done. You are going to have to buy new machines if you want this because [00:31:30] the machines you have, this technology is too far ahead and there is no way that you can even retrofit this machine to even speak to that technology, there is no possibility.
So, now the company had to make the decision, well do we eat the money on the change or do we go ahead and invest and buy new machines?
Well, it hurt everybody, nobody got bonuses [00:32:00] for a year and a half because the company had to invest in all new equipment so that it would talk with the technology that they had changed.
Jen: Well, that is why you have to plan for change. Even if we are talking about like you know, the big methodology for project management is Agile and these are like the precursors [00:32:30] to the implementation process, the Agile. This is before you decide what your top priorities are and what your runs are going to be and all of that really streamlined processes.
What I am talking about, this is what you are doing so you know what your priorities are so that you know what you are going to spend the money on so that you know what the next three months look like, or month.
Twila: You can better project what obstacles [00:33:00] you are going to run into and what you are going to need to even overcome those right? So can put those into the plan and into the budget.
Jen: Well in an Agile environment, with Agile, you don’t necessarily have to know everything, that’s the waterfall where you plan for everything. With Agile, it’s more like we have these seven things that we want to do and here, we are going to tackle them.
Jen: So you don’t actually have to think about everything up front, but I would argue before you know what those [00:33:30] seven priorities are-
Twila: You better think about everything else.
Jen: You got to think about, well you have got to at least identify some things and get some buy-in from the organization.
Twila: And those bottom line, your boots on the ground and your bottom line leaders, that are the face of your customers right?
Jen: Yeah I mean I think that is where it starts. The idea may start at the top, but the buy-in has to start at multiple levels.
Jen: And then, no matter how you implement change, [00:34:00] with that communication and dedication to communication throughout your process, regardless of what process you use, I think that that is the baseline for success, that’s how you are going to have success and change.
Twila: And there you have it, folks, right from the change master herself, Jen McFarland, that is how you have success in change.
Thanks so much for tuning in with us today, we really appreciate you listening in on the Third Paddle podcast. [00:34:30] Hey, go to our website at www.thirdpaddle.com and subscribe, and if you want more information and those awesome blog posts that Jen puts out all of the time, it’s fostergrowth.tech and if you want to know how to handle change, as far as your people are concerned because people problems are business problems, visit twilakaye.com. [00:35:00] com but if you do anything, subscribe.Jen puts out all the time. Blog posts. We are talking about blog posts. #blogging #tech #business Click To Tweet
Thanks and have a great day.
Jen: Thanks for listening.
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Send questions or topic ideas to email@example.com and don’t forget to tune in each week to get even more technology and business tips to help you navigate business [00:35:30] shit creek.
Outtake: Seriously, nobody says this stuff?
Jen: Are you ready?
Twila: I am ready.
Jen: Were you born ready?
Twila: I was born ready, my Idaho is showing.
Jen: Oh my God. Why did you say Idaho? You say you were born ready, is that a big Idaho thing?
Twila: Have you not like heard most [00:36:00] of the peeps in Idaho say that?
Jen: I thought everybody said that.
Twila: No, no that’s another one of those Idaho things.
Jen: Are you for real right now?
Twila: I am for real, that’s one of those Idaho things. It’s like I never heard it outside of my family, I was born ready.
Jen: All right Twila, well let’s just get her done.
Twila: Let’s just get her done.
Twila: We will just skedaddle.
Jen: Wait, are you saying people don’t say that either?
Twila: No, [00:36:30] only in Idaho.
Jen: See, now I just think you are yanking my chain.
Twila: Ah, no. Remember I have lived in Chicago?
Jen: I mean I have lived in Kazakhstan, they didn’t say it there, but I didn’t expect them to.
Twila: No, that’s an Idaho thing.
Jen: So if we were to guess-
Twila: And so is, what time is it? It’s half past kissing time, it’s time to kiss again.
Jen: So, I have never heard that by the way. I don’t know what Idaho that is.
Jen: It’s not the one I grew up in.
Twila: [00:37:00] Well maybe it’s mountain Idaho.
Jen: Wow. It’s like up in the holler Idaho, I don’t know.
Jen: So if you were to guess how much of the words I use, how many words of mine are Idaho, what would you say, percentage, roughly.
Twila: Oh in the 30 to 40 percentile.
Jen: Oh, really?
Twila: Mm-hmm (affirmative).
Jen: That is, I am so disappointed.
Twila: And I only recognize them because all of my family is all Idaho, so.
Jen: Well it wasn’t until they came up with this [00:37:30] phrase called Dad Jokes, that I realized that like I was like oh, there is a term for that, I thought it was just called home.
Jen: Because it seems that like almost everything I say, you’re like wow, that’s pretty Idaho.
Jen: They are all like Dad Jokes to the outside world.
Twila: Yeah, how funny.
Jen: It’s good to be Jen.
Twila: It’s good to be Jen.Priceless, Jen. Your Idaho is showing. Why don't you just skedaddle? You were BORN READY. #business #idahotalk Click To Tweet