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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 goal achieving.

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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 Fellavaledo. Hello everyone, and welcome to the seven Minute

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<v Speaker 1>Leadership Podcast. It's episode three twenty nine, and this one

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<v Speaker 1>might challenge some traditional leadership thinking because when we talk

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<v Speaker 1>about onboarding, we usually think about new employees getting them

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<v Speaker 1>up the speed, showing them the ropes, and making sure

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<v Speaker 1>they understand the culture and the expectations. But what about

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<v Speaker 1>the employees who have been around four years. Here's the

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<v Speaker 1>truth most leaders don't want to admit. Time doesn't equal alignment.

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<v Speaker 1>Just because someone has been with your organization for five, ten,

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<v Speaker 1>or even twenty years doesn't mean they're still operating the

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<v Speaker 1>way you want them to. Habits drift, processes, get bent,

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<v Speaker 1>shortcuts sneak in, culture gets interpreted instead of upheld, and

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<v Speaker 1>pretty soon your most experienced team members are operating from

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<v Speaker 1>muscle memory instead of a mission statement, and no one

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<v Speaker 1>notices it until it becomes a problem. So what do

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<v Speaker 1>you do about it? You re onboard them, yes, even

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<v Speaker 1>the ones with seniority, especially them. Here's why culture isn't permanent.

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<v Speaker 1>It's perishable. Just because someone learned the culture ten years

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<v Speaker 1>ago doesn't mean they're living it today. Maybe your values

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<v Speaker 1>have shifted, maybe the mission evolved, maybe the tone changed.

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<v Speaker 1>If you haven't checked in, you're assuming alignment that may

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<v Speaker 1>no longer exist. And that's how we've always done it

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<v Speaker 1>is a very dangerous phrase. Veteran employees can become protective

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<v Speaker 1>of old methods. They lean into what worked a decade

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<v Speaker 1>ago and resist what works now. Re onboarding is your

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<v Speaker 1>chance to clarify, here's how we do it today, and

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<v Speaker 1>they're setting the tone, whether you like it or not.

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<v Speaker 1>Long term employees are often the unofficial culture carriers. New

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<v Speaker 1>people look to them as examples. So if your senior

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<v Speaker 1>staff are disengaged, cutting corners or just doing things their

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<v Speaker 1>own way, that ripple effect is killing your team's standards

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<v Speaker 1>and setting the tone. So how do you re onboard?

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<v Speaker 1>So let's get tactical here for a minute. Here's five

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<v Speaker 1>things to include when re onboarding long term employees. Number one,

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<v Speaker 1>I call this the mission reconnect. Reintroduce the mission, ask

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<v Speaker 1>them how they think their role impacts it. Then tell

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<v Speaker 1>them how you see their role impacting it, and align

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<v Speaker 1>those answers. In number two something called the values reset.

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<v Speaker 1>Go over your organizational values word for word. Ask which

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<v Speaker 1>ones they feel most connected to and which ones they

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<v Speaker 1>feel the team needs to work on. This isn't fluffy,

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<v Speaker 1>it's directional. Number three the expectations update. Be honest, say,

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<v Speaker 1>I know you've been here a long time, but as

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<v Speaker 1>we grow, we've tightened expectations around X, Y, and Z,

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<v Speaker 1>and I want to make sure we're all rowing in

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<v Speaker 1>the same direction. Number four is the feedback loop. Ask

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<v Speaker 1>what's been frustrating them and listen. Long term employees have

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<v Speaker 1>a mental folder of things they've tolerated for years. You

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<v Speaker 1>will learn a lot, and you might spot areas where

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<v Speaker 1>the processes need improvement. In number five is the culture

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<v Speaker 1>cont Make it clear seniority doesn't exempt you from accountability.

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<v Speaker 1>It gives you more of it. Let them know they're

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<v Speaker 1>not just employees. They're leaders, examples, and standard bearers. So

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<v Speaker 1>here's the payoff. When long term employees feel seen, heard,

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<v Speaker 1>and realigned, they often become your strongest culture drivers. They

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<v Speaker 1>stop leading from memory and start leading from your mission

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<v Speaker 1>bullet points. But if you ignore this, if you assume

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<v Speaker 1>tenure equals loyalty or that experience means alignment, you'll miss

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<v Speaker 1>the quiet drift that slowly erodes your standards. This week,

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<v Speaker 1>I challenge you to pick one long term team member

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<v Speaker 1>and schedule a re onboarding conversation. Don't call it that,

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<v Speaker 1>call it a check in, a sink, a leadership talk,

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<v Speaker 1>whatever works, but ask the questions, reset the tone, because

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<v Speaker 1>even the best people get off course if the compass

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<v Speaker 1>isn't recalibrated. This has been the seven minute leadership and

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<v Speaker 1>I thank you for listening. For more Paul fell of

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<v Speaker 1>Alito Podcasts, visit paulfellowalito dot com