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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building and Goala TV.

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<v Speaker 1>This is the seven minute Leadership Podcast with your host

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<v Speaker 1>Paul fella Aledo.

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<v Speaker 2>Hello everyone, and welcome to this seven minute leadership podcast.

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<v Speaker 2>It's episode six twenty nine. Let me tell you something

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<v Speaker 2>that should keep you up at night. Your best employee

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<v Speaker 2>is not going to quit on their best day. They're

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<v Speaker 2>not going to resign after crushing a project, getting praised

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<v Speaker 2>in a meeting, or landing a huge client. They're going

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<v Speaker 2>to quit on their worst day, the day they feel invisible,

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<v Speaker 2>the day they feel blamed, the day they feel alone,

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<v Speaker 2>the day they think maybe this place would not even

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<v Speaker 2>notice if I was gone, And if you're not careful,

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<v Speaker 2>that day will blindside you. I've seen this in ems,

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<v Speaker 2>I've seen it in corporate teams. I've seen it in

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<v Speaker 2>small business. A rock solid performer hits one bad shift,

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<v Speaker 2>one bad meeting, one bad week, and suddenly they're polishing

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<v Speaker 2>their resume. Not because they're weak, because they are human.

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<v Speaker 2>And here's the truth. Most leaders miss. High performers carry

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<v Speaker 2>more weight than anyone else. They say yes more often,

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<v Speaker 2>they fix more problems, They clean up other people's messes.

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<v Speaker 2>They answer the phone when no one else will. They

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<v Speaker 2>are strong until they are not. And when they crack,

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<v Speaker 2>it's rarely loud. It is quiet. It looks like silence,

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<v Speaker 2>It looks like disengagement, it looks like I am fine.

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<v Speaker 2>You have to catch it before it turns into a

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<v Speaker 2>resignation letter. So how do you prevent your best employee

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<v Speaker 2>from quitting on their worst day? First, you create relational

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<v Speaker 2>equity before the storm hits. In aviation, we do not

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<v Speaker 2>build trust in the cockpit during turbulence. We build it

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<v Speaker 2>on clear days through checklists, through repetition, through respect for roles.

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<v Speaker 2>When the engine sputters at three thousand feet, that is

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<v Speaker 2>not the time to figure out whether you trust the

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<v Speaker 2>person next to you. Same thing in leadership. If the

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<v Speaker 2>only time you talk to your best employee is when

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<v Speaker 2>you need something you are already behind. If your communication

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<v Speaker 2>is transactional, they will treat your organization as transactional. You

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<v Speaker 2>want loyalty on their worst day, invest in them on

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<v Speaker 2>the ordinary days. Second, pay attention to micro shifts. Your

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<v Speaker 2>top performers stops speaking up in meetings, they stop volunteering,

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<v Speaker 2>Their emails get shorter, they stop bringing you sos and

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<v Speaker 2>start bringing you problems. That is not attitude. That is fatigue.

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<v Speaker 2>You cannot manage what you refuse to see. Leadership is

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<v Speaker 2>situational awareness. In the cockpit, we call it being ahead

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<v Speaker 2>of the aircraft. In your organization, it means being ahead

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<v Speaker 2>of the emotional state of your people. Don't wait for

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<v Speaker 2>the explosion, look for the flicker third, protect them from

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<v Speaker 2>death by a thousand cuts. High performers get punished for

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<v Speaker 2>being capable more work, more responsibility, more expectations, fewer breaks.

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<v Speaker 2>I've watched leaders unintentionally burn out their best people while

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<v Speaker 2>protecting their average ones, and that's backwards. Your best employee

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<v Speaker 2>should not feel like the organizational pack mule when they

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<v Speaker 2>mess up. Do not crucify them when they say no.

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<v Speaker 2>Do not guilt them when they are overwhelmed. Do not

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<v Speaker 2>remind them how good they are as a way to

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<v Speaker 2>load more weight on their shoulders. Sometimes your job is

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<v Speaker 2>to pull work off their plate, not pilot on fourth.

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<v Speaker 2>When their worst day hits show up fast, not with policy,

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<v Speaker 2>not with a lecture, not with corporate buzzwords, show up

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<v Speaker 2>like a human. Pull them aside, close the door and

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<v Speaker 2>say I saw what happened. Talk to me and then listen.

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<v Speaker 2>You do not need to solve everything in that moment.

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<v Speaker 2>You need to make sure that they do not feel

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<v Speaker 2>alone in it. A five minute conversation at the right

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<v Speaker 2>time can save a five year employee. I remember a

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<v Speaker 2>paramedic years ago, sharp, dependable, the kind of person who

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<v Speaker 2>makes your organization better without asking for credit. One bad call,

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<v Speaker 2>one public complaint, one rough conversation, and I could see

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<v Speaker 2>it in his face. He was done. I didn't quote policy,

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<v Speaker 2>I didn't talk metrics. I said, you've given this place

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<v Speaker 2>too much to walk out on a bad night. Let's

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<v Speaker 2>walk through this together. He stayed, and he's still one

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<v Speaker 2>of the strongest leaders in that system. That was not

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<v Speaker 2>about management. That was about ownership, which brings me to

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<v Speaker 2>red key moments. A red key moment is when the

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<v Speaker 2>stakes are high and your response defind your credibility. Your

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<v Speaker 2>best employee's worst day is a red key moment for you.

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<v Speaker 2>If you respond with ego, indifference, or delay, you will

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<v Speaker 2>lose them. If you respond with clarity, accountability, and presence,

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<v Speaker 2>you lock in trust. Leaders always think retention is about money, perks,

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<v Speaker 2>or benefits. It's about how you handle people when they're fragile.

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<v Speaker 2>And here's the final piece, make it safe for them

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<v Speaker 2>to struggle. If your culture only celebrates perfection, your best

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<v Speaker 2>employees will hide their cracks until they shatter. You want

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<v Speaker 2>them to raise their hand early. You want them to say,

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<v Speaker 2>I'm not one hundred percent this week. That only happens

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<v Speaker 2>if you model it first. You admit your own tough days,

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<v Speaker 2>you own your own mistakes. You show that strength includes recovery.

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<v Speaker 2>Your best employee does not need you to be impressive.

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<v Speaker 2>They need you to be steady. So if you take

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<v Speaker 2>one thing from today, let it be this. Your best

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<v Speaker 2>employee will have a worse day. It's guaranteed. The question

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<v Speaker 2>is whether you will be the reason they stay or

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<v Speaker 2>the reason they leave. Leadership is not tested when everything

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<v Speaker 2>is smooth. It's tested in the moment someone you value

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<v Speaker 2>feels like walking away. Be present, be early, be human,

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<v Speaker 2>Protect your people when they are at their lowest, and

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<v Speaker 2>they will run through walls for you when you need

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<v Speaker 2>them the most. This has been the seven minute Leadership podcast,

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<v Speaker 2>and I thank you for listening.

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<v Speaker 1>For more Paul Fell of Alito Podcasts, visit paulfellowalito dot

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<v Speaker 1>com