How to Train and Retain Low Voltage Technicians in a Competitive Market Part 1

This episode discusses crucial strategies for training and retaining low-voltage technicians in a competitive job market. We explore employee motivation, the importance of career progression, hands-on training methods, and creating a supportive company culture that fosters loyalty.

• Understanding the high turnover rate in the low-voltage industry
• Identifying what motivates technicians beyond financial compensation
• Importance of clear career progression for technicians' growth
• Investing in effective training programs and mentorship 
• Creating structured onboarding processes for new technicians
• Addressing the impact of company culture on retention efforts
• Facilitating knowledge transfer between experienced and new technicians

Chapters

• 0:00 Building a Skilled Workforce
• 9:55 Enhancing Technician Training With Hands-on Experience
• 23:27 Effective Technician Training and Mentorship
• 32:09 Promoting Knowledge Transfer Across Generations

Transcript

Speaker 1: 0:00

Welcome to let's Talk Cabling, the award-winning podcast where knowledge is power and the low-voltage industry connects. Hosted by Chuck Bowser, rcdd. We're here to empower installers, designers and industry pros with the tips, stories and best practices you need to stay ahead. From copper to fiber, standards to innovation, this is the show that keeps you plugged into success. So grab your tools, turn up the volume and let's talk cabling.

Speaker 3: 0:36

Hey Wiremonkeys, welcome to another episode of let's Talk Cabling. This episode I'm going to talk about how to train and retain low-voltage technicians in today's competitive marketplace. So if you're an employee, listen up. If you're an employer, pay attention. Welcome to the show where we tackle the tough questions submitted by installers, estimators, project managers, customers, even IT personnel. We are connecting at the human level so that we can connect the world. If you're watching this show on YouTube, would you mind hitting the subscribe button and that bell button to be notified when new content is being created? If you're listening to us on one of the audio podcast platforms, would you mind leaving us a five-star rating? Those simple little steps helps us take on the algorithm so we can educate, encourage and enrich the lives of people in the ICT industry.

Speaker 3: 1:30

Wednesday nights, 6 pm Eastern Standard Time. What are you doing? You know I do a live stream on TikTok, instagram, linkedin, facebook, youtube, where you get to ask your favorite RCDD questions about installation, design, certification, project management, estimation. I even do career path questions. But I can hear you now. But, chuck, I'm driving my truck at 6pm on Wednesdays. I don't want to get in a crash. Okay, take a deep breath, relax. I record them so you can watch them at your convenience. And finally, while this show is free and will always remain free, would you click on that QR code right there? You can buy me a cup of coffee. You can support the show. You can even schedule a 15-minute one-on-one call with me after hours, of course, and help support the show. You can also go to Amazon, type in let's Talk Cabling and buy shirts, just saying there you go.

Speaker 3: 2:28

So one of the things I want to talk about in this episode and this has been brewing for a while finding a skilled, quality low-voltage technician is hard, but you know what's harder than that? Keeping a skilled and loyal low-voltage technician. And in this episode I'm going to talk about how to create a strong training program and a retention program so you can build that loyal, skilled workforce that you highly desire. And if you're a technician, you'll know if your company's doing a good job at it. So why do companies? Why do companies want to retain low voltage technicians? Well, number one there's a high turnover rate because of job competition in our marketplace and in the low voltage it always has been. You know, if you think, oh my gosh, today's so bad, because you know they left my company to go to XYZ company because they're paying five cents more. It's always been that way, always been that way.

Speaker 3: 3:29

Maybe I should do a show on what motivates technicians, because some are motivated by money, some are motivated by job title and some are motivated by recognition. You kind of know your person and if you don't know what motivates your person and you give them the wrong thing, the wrong, you don't give them the money reward or the recognition reward they desire. They will go look for another company. There's this really cool thing called the five love languages and it's kind of like that you got to know where that person's love language is to make sure that you keep them and retain them. Languages to make sure that you keep them and retain them.

Speaker 3: 4:07

And another thing that causes low voltage companies to not be able to retain their people is lack of career progression within the company. I'll say that again lack of career progression within the company. Now, don't get me wrong. There are some people that just you know that's all they want to do. They just want to do what, that one skill that they've done. They like it, they're comfortable with it. They don't want to think outside the box. This is all about knowing your employees. But most low-voltage technicians want to do the next step. They want to continue growing. Is that next technician becoming a PBX engineer? That next level to becoming a network an IT person? Is that next one to becoming a network an IT person? Is that net one to be a project manager or an estimator? Does your company have some type of system to help those employees get to those career progressions? I bet they don't.

Speaker 3: 4:57

And another one, too, is insufficient investment in employee training and development. Now, there are good, what I call you know five-star companies out there that are really good about training their employees, and some of them listen to this podcast. I won't say who they are, but they know who they are. They listen to this podcast and they've got great training programs because they realize that investing in their employee is the best investment. A lot of companies, when times become tough financially there's not enough work out there or work's too competitive the very first thing that they cut is the training program. When you need the training program, the best employees the most. I never understood that. It's like shooting yourself in the foot it hurts, it hurts, it hurts, but you don't know it hurts until you try to run. How does better training lead to increased employee loyalty? Pretty simple. There's three things I can think of off the top of my head.

Speaker 3: 5:57

Number one proper training increases job confidence and job satisfaction. See, most low-voltage people get into the low-voltage industry because they like building things with their hands. They like seeing something be built. Their satisfaction is seeing the customer turn over that cable system to a customer. Well, until two weeks later when the customer messes up because they don't put the patch cords in the wire managers. But up until that point, yeah, we take satisfaction. You don't believe me? Go online and see how many pictures are there of technicians posting pictures of their work, right? Let me ask you this when was the last time you've seen an accountant post a picture of a spreadsheet? Right, it just comes with the territory. We take great satisfaction in doing our job. It's, it's almost like an art form for us and there's a lot of confidence in in what you've done. I've mentioned this before in other programs, other episodes. For example, I went to dc a few years back with my grandkids and I was driving through downtown dc. Poppy did the cabling in that building. Poppy did the cabling in that building. Poppy did the cabling in that building. Poppy did the cabling in that building. There's great job satisfaction and confidence from doing that.

Speaker 3: 7:10

And the second thing is a well-trained employee is going to feel valued. And when they feel valued they're more likely to stay. More likely to stay If you know if you, if, how often does your boss talk to you? I mean really talk to stay. If you know if you, if it was, how often does your boss talk to you? I mean really talk to you. I'm not talking about giving you your job assignment, no more. I'm talking about checking in on you. How are you doing? What can they do to help make you better? Right, if your boss talks to you like that and invest their time in you, you're going to feel valued and you're more likely to stay and not go away. It's a proven fact.

Speaker 3: 7:47

And career development programs show employees you know what. There is a long-term future at this company. See a lot of smaller organizations mom and pop shops. They fail here because the employee, the low-voltage tech, says well, the only career progression I have in this company is to be a cable technician, because the owner is the owner of the company. I'm not going to go anywhere. That's why a lot of times they'll leave to go to a large company where there's more jobs to fill in. Between the owner of the company and the low-voltage technician, there might be project managers, there might be estimators, there might be design, training, quality, all kinds of stuff. Larger companies have that. Smaller companies don't. So here's a skills challenge for you, smaller companies. Think about career development programs and I'll talk about this a little bit later on and some things you can do to help keep that company, help keep those employees long-term term. So let's talk about the importance of structured training programs.

Speaker 3: 8:49

Let me ask you a question why is hands-on training more effective than classroom training? If you think you know the answer, that put it in the, in the, in the chat box below, or put it in the, the comment section, wherever you happen to be watching this video or YouTube. For why is hands-on training more effective than classroom training? I get this all the time. There's a big disconnect between the technicians and the managers. Technicians by far and I've researched this, I have polled questions on this Technicians by far prefer hands-on training by a factor of three to one almost. But the people who are paying for you to go to that class the project managers, the owners of the company, the ones who are actually paying for the class. They want to get the best return on their investment. So you know what? You know that those virtual classes don't seem so bad. I can put five people in one room and that way I get all done in one shot.

Speaker 3: 9:55

Okay, again, low voltage technicians are tactile learners. We learn by putting our hands on jacks, by using a punch tool. Now, the beautiful thing about hands-on training is it's the merge of application theory and real-world scenarios. Theory and real-world scenarios, I don't care. You can show me any instruction book, any instruction sheet in a jack package that tells you how to terminate a jack. Reading about terminating a jack isn't the same as it is doing them. Anybody who's terminated a Cat5e cable and a Cat6a cable knows there's a huge difference between those two cables. It's the pair twists, but the instructions don't typically tell you okay, how do you deal with that extra tight pair twist? The instructions generally leave that out. I've yet to see instructions on anything that says how to untwist, twist a pair for cat six a, when it's twisted more than cat five.

Speaker 3: 11:02

Hands-on training also reinforces through experience. Okay, you know, yes, you, the first time you do that Jack, there's the what I call the learning curve. After you get through about your 10th Jack, you've worked out, you know your, your system on how to terminate those jacks and it might be exactly like the instruction sheets tell you to do it, but more often than not it's not. It's not like that. It's going to be based on how the instruction sheets are due. But you pick up little tips and tricks along the way that's going to make you more efficient and more faster in the hands-on instruction sheets more efficient and more faster that weren't in the hands-on instruction sheets.

Speaker 3: 11:41

And making mistakes in a training environment prevents costly field errors. If you've got a technician who doesn't understand the difference between T568A and T568B, it's one thing. If they make that mistake in class with one or two jacks, then when you compare it to them being out in the field and they've terminated 300 jacks incorrectly, because now you've got to go back and re-terminate them and, by the way, that time is not estimated in the project. So your project is taking a direct hit. So, classroom environment putting your hands on, it's better to make those mistakes in a classroom environment than it is to make it out and to make that same mistake out in the field.

Speaker 2: 12:24

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Speaker 3: 13:07

You also need to make sure that you understand I actually did a short about this not too long ago that everybody learns differently. Everybody's got different learning techniques and different styles attract different people and different things helps people resonate or retain knowledge. I don't talk about my sisters that much on the podcast. I talk about my brother all the time because he's in low voltage. But my sisters are pretty successful in their career paths. One of my sisters literally could read something and she just retains it. She used to get straight A's through school and she would never study, never study. I couldn't get an A in school if it fell on my head right Because I had a problem with reading information and absorbing. It just wouldn't stick and I learned later. It's because Chuck is a tactile learner. Chuck learns by putting his hands on things. That's what I was saying earlier. So some people are what we call visual learners and some people will flourish with hands-on instruction. Find out which way resonates with those people and make sure that you put those people in an environment that's going to help them learn and retain that knowledge that you did. That Interactive training session also increases engagement and reduces burnout. I don't care who you talk to in the ICT field. If they do the same task day in, day out, week after week, year after year, eventually they're going to burn out on doing it. If all they do is just terminate passports, they're going to burn out on. Sooner or later they're going to want to do something new, something different, something more challenging. So a good thing to try to do is simulate troubleshooting tips, or just simulate troubleshooting, which is going to help that technician develop problem-solving skills. A good technician is going to know the difference between T568A, t568b and know the most efficient way to terminate a Cat 6A jack compared to a Cat 5E jack. But what do they do, though, when you go to test it and you have an open? What is an open? What's a short? What's a reversal? Those are easily replicated in a training environment where you can give people knowledge in the road path to be able to understand that the practical experience is going to build confidence and independence Independence.

Speaker 3: 15:34

We don't like being robots. Technicians don't like being robots. We want to be able to say see, like being robots, technicians don't like being robots. We want to be able to say see, here's a problem, here's the resolution to that problem. We like being able to solve things and we also feel better when we feel prepared to work independently. That doesn't mean we don't work in teams, but we like solving our own problems because we get a great satisfaction from solving that problem. And this is going to reduce the reliance on supervisors for constant guidance. Micro-managers oh my gosh. I could do a show on micro-managers. Micro-managers versus macro-managers and why one's better than the other.

Speaker 3: 16:14

Nobody likes to have somebody looking over their shoulder, watching them, waiting for them to make a mistake when the technician has done that same jack 100 times. You know, in human production we're not robots. If we terminate 100 jacks, I guarantee you one or two of those jacks will be done incorrectly. I don't care if that technician's got one year experience or 25 years of experience. It's because we're not robots. We're not.

Speaker 3: 16:47

It's a Friday. We're hungover from the weekend. It's a Monday. We're hungover from the weekend. It's a Friday. We're thinking about the weekend. It's a Wednesday afternoon and we're thinking about the Bible study later on Wednesday night or Chuck's live show.

Speaker 3: 17:01

I want to ask him questions. Our brains tend to start to wander sometimes and that causes problems. It causes mistakes. So we're not robots, so there's always going to be a mistake. And when you got somebody looking over your shoulder waiting for that, just for that, instead of saying attaboy 99 times saying I see, look, you messed that, jack up that one time. That doesn't resonate with technicians and installers in low voltage. It just doesn't. It does not. So again, if you're a company and you're listening, please pay attention to that. 99 acclimations hey, you did the job great will far outweigh that one time that person messed up. And by doing this, building this practical experience, it's going to improve the efficiency and it's going to lead to faster project completion, maybe even getting the project completed faster than the estimator said it would take it to do. And that's making double money.

Speaker 3: 18:02

So how do we do this? You want to create an onboarding program for new technicians. Onboarding is a new term, it's only been around a few years but it's just basically a training program and you know there is no roadmap. Well, I mean there is a roadmap for it, but there's no. Oh, you got to do A plus B plus C to be able to get to D. The training program that might work for your company may not resonate for employees at another company. It's got to be tuned specifically to your company. It might be a 30-day program, it might be a 60-day program, it might be a 60-day program, it might be a 90-day program. It just kind of depends. It depends on your company's goals, it depends on the mindset of your company, how people interact with each other in the field. It just kind of depends. And how fast you want the results. How fast do you want to be able to turn that technician loose on the job site? So that all depends on your onboarding program. But you should have an onboarding program.

Speaker 3: 19:08

The worst thing you can do for an employee, even if the employee's got 10, 20, 30 years of experience, is once they come on board to turn them loose and say there you go, have at it, sink or swim, okay, well, they might be well-versed in how to terminate and run a certifier, but they may not know your nuances. Oh well, your particular company. Maybe you do certain steps. Maybe you field verify the MVP for the cable for your certification process. There are companies out there that do that Not a lot, but there are some.

Speaker 3: 19:51

The new technician is not going to know that if he didn't have some kind of onboarding program. Even if the person becomes skilled, they still need to be able to figure out how to function within your standard operating procedures and your company culture. So the good thing is come up with a program again 30, 60, 90 days, doesn't matter which and just have some kind of a gradual skill building approach that ensures comprehension. Don't assume just because that person's got a, a Bixie installer copper certification, that they've terminated category six, eight cable. A lot of times they may not have. Don't assume just because that person's got a, a CFOT, a certified fire object technician certification from the FOA. Don't assume that they've ever done a mid-span entry other than outside of a classroom environment.

Speaker 2: 20:30

Hey friends, I want to tell you about a great organization, tech Knowledge Worldwide, an active community of tech professionals dedicated to elevating our industry and each other. It's the real deal and I'm grateful to be part of this community. Their annual tech conference is coming up April 23rd and 24th in Nashville, tennessee, and will feature amazing speakers, workshops and even Bixie continuing education credits. Stay up to date and lock in your spot now at techfestorg. That's T-E-K-F-E-S-Torg. I encourage all my low voltage followers to consider joining to see if they want a seat at TKW's table too. All are welcome to learn, grow and see what putting community over competition can do. Go to techfestorg for more information.

Speaker 3: 21:28

You know. That's one thing I will say about the Bixie training program. They used to have the apprentice program and when you graduate from the apprentice program you were given a book and you had to in order to be able to level up to the next level. You had to complete all the tasks in that book and you had to have somebody sign it that said that they witnessed or they mentored you through that process. Setting clear performance benchmarks is what they were doing and keeping it on track. You had to have it done before you renewal. Best way to do that. It's a good. It's a good. It was called the OJT book. It just hit me On the job training book. I wonder if they still have that. I should look it up. Book. It just hit me On-the-job training book. I wonder if they still have that. I should look it up Because early engagement in the onboarding process is going to reduce a lot of turnover within that first year.

Speaker 3: 22:14

See, people don't realize when a person leaves the company. Well, the company's got to replace that person. There's time and energy to do that and that costs money. How much money does it cost? Depends on the company, the size of the company big company, smaller company Depends on the position you're trying to fill, how long it takes to find somebody qualified, how long it takes to hire them, how long it takes to onboard them. I've heard several numbers mentioned over the years. I don't know if I give credence to any one of them, but I do know that it costs money. It's cheaper to keep your technician, to keep your low voltage installer happy.

Speaker 3: 22:58

Managers who are listening to this, let me ask you the last time when did you say what about this job makes you happy? What about this job makes you happy? What about this job makes you mad? What about this job would you like to try to do next? Where would you like to try to grow into? I mean, what if you seriously sat down and treated your technician or your installer as a valuable resource, valuable resource?

Speaker 3: 23:27

I used to work for a large company. You've heard me say it many times. I won't say who the company's name is. At the time I worked for it. It was one of the largest privately held communication companies in the United States and I've said this before on the show. I was an estimator in that office at the time and we had a recruiter and technicians when they would come in from time to time because they, for the most part, stayed out on the job sites and they very rarely came to the office. We actually would deliver materials to them. They would come in the office for training and maybe if HR called them in for something or another or if they needed something, they would come in from time to time. And whenever they came in they would always beeline it to the recruiter and talk to the recruiter. And that's because the recruiter was interested in them beyond their daily duties and because when I talked to the recruiter I asked him. I said why do they always come to you? He goes we're like old friends.

Speaker 3: 24:24

You got to be like that sometimes. Don't forget, you're still their boss. You know you're still their boss, but you got to ask those probing kind of questions. If you want to know what motivates somebody, ask them. Ask them and then pay attention, because some people will tell you what you think you want to hear, because they think that that's the roadmap to success, not what they want. So listen to what they say and then pay attention to what they do. If those two line up, then you know you got a truthful answer. If they say one thing and their actions say something else.

Speaker 3: 25:04

You need to do some more research. You really do something else. You need to do some more research. You really do, and you need to decide okay, is this technician, is this installer worth keeping around? That's a question you have to answer yourself. I can't give you the answer here in a podcast.

Speaker 3: 25:19

Another thing you can do is called shadowing. Shadowing that means putting your technician with an experienced technician or experienced installer on a real live install Because the new person coming in they're going to learn faster when they have somebody who they can more relate to. Most technicians don't relate to project managers. They don't relate to program managers. They don't relate to program managers. They don't relate to owners of the company. They do relate to the person that they eat lunch with every day. They do relate with the people that they hang out on the back loading dock after work on a Friday and talk about the week and talk about what's with them and the family doing over the weekend. A lot of times that doesn't include the project manager, that doesn't include the company owner, but they do and it's going to provide opportunities for that experienced technician that you have who's shadowing the person you just hired to do a quality assurance check, a QA check, in a real scenario, right then, right there, right.

Speaker 3: 26:28

As it happens, it doesn't get any quicker than that. You know they could say hey, wait a minute, why are you terminating that jack that way? You don't know that person might have been terminating when the company came from before. They only used a different type of jack, a different manufacturer jack, and that manufacturer told them you got to terminate our jacks this way and they're applying that same knowledge to your company and you're using a different type of jack and it's wrong for that type of jack. You don't want to find that out at the end of the project. You want to find that out when you've got direct supervision, that person being shadowed and the technician who's shadowing the new person can look at the jack and say, oh, hold on, that's not how we do that. It's better to catch that problem when it's a molehill as opposed to when it's a mountain. It just is. And when you have somebody being shadowed like that, especially if they've gone through any kind of formal training, it's going to help reinforce those classroom lessons by seeing how they're actually applied in real-life applications. By seeing how they're actually applied in real-life applications.

Speaker 3: 27:31

And then the dark shadow. The dark shadow that nobody likes to talk about company culture. Company culture I've worked for companies where I fit into company culture perfectly. I've worked for other companies where I was a redheaded stepchild, and those companies where I was a redheaded stepchild I didn't stick around long, I didn't. I'll just give you one example, one example off the top of my head.

Speaker 3: 28:00

One of the biggest things in our industry that people love to argue over is to take the time to address the cables or randomize them. You'll find people articulating reasons for and against, for and against. But again, I'm not going to say which is better, which is not better on this podcast today, because that's not what this show is about. But what will happen is if your company has adopted the mindset of, hey, we always want to have our cables dressed night and day, we will take the extra time to do that because we're creating a product that we think is visually better to attract a better type of client, and you come in and you've been doing randomizing and you don't like cable dressing. That's a clash of culture, company culture there. And when you do that randomization even though technically you can do randomization according to standards and some best practice manuals, but your company culture isn't that way. You're going to lose that employee.

Speaker 3: 29:00

Whatever you do, you need to make sure you set the tone for accountability and work ethic, and nothing does this better. Again, this kind of falls under shadowing too. Make sure the person that you place them with the shadow, make sure you don't just put them with your C student. You want to put them with your A student. The person who's on time every day, who can be counted on, very rarely makes mistakes Nobody, ever, nobody, never makes mistakes. But put them with their best. You want to want them to mimic the best, you don't want them to mimic the mediocre. You don't, I'm sorry, you don't. If you do, there's a good chance your company is not going to be around for much longer. And here's what's going to happen when you do these three things I was just telling you about. It's going to encourage that new hire to commit to staying around long term. Several of the companies that I've worked for I was not the best paid when you compared my positions to other positions regionally, but because I realized that they valued me as an employee and they took care of me in other avenues, I was good to go. I stayed there, so it encourages those new hires to stay.

Speaker 3: 30:14

When you do those other things right, and don't forget what does the role of mentorship have? Now, shadowing is kind of like mentorship, but shadowing is really just kind of, you know, see how they do during that onboarding process and you can mentor your junior technicians with your senior technicians. That does work, but make sure that you find a senior technician who finds value in mentoring people. There are some of us out there who don't want to teach other people. We just want to do our job, we just want to go home, we want to spend time with our family, go boating over the weekend or motorcycling over the weekend. It's a nine to five. It's a job, not a career. How many times have you heard me say that it's a job, not a career? How many times you've heard me say that it's a job, not a career? There are people out there like that. So make sure that junior tech, you pair them with somebody who treats their job as a career right, because that person, when they do that, they're going to ensure that there's continuous learning and real world application that we talked about and they're going to make sure that new hire adjusts faster and voids common mistakes, because those type of technicians they don't want to be good technicians, they don't want to be better technicians, they just simply want to be the absolute best. They want to rock it out, they want to be the best, they want to be in everything they do, and so when they're mentoring that junior technician, they realize if that junior technician gets promoted to becoming a senior technician faster because of them, it's a reflection on them as well. It's a reflection on them.

Speaker 3: 32:09

Another thing that we're really bad about within our industry too, is encouraging knowledge transfer. Knowledge transfer, especially between generations, especially between generations. I'm not a big fan of the whole us versus them mentality when it comes to generations oh the boomers can't do this, oh the millennials can't do that, oh the Gen Xs can't do that. I'm not a big fan of that. I'm not, and I hate to admit this, but up until four years ago, when I started the podcast, I was probably one of those.

Speaker 3: 32:42

It wasn't until I started the podcast and I started meeting and talking to and influencing other types of generations who don't think the same way that I do. That I realized. You know, by doing that I'm sharing industry insights. I'm sharing knowledge, skills, best practice that I've learned. That helps make them job, their job easier. And they do want to learn. They just don't learn the same way as my generation learns, and that's okay. That is okay. You also want to make sure that you do everything you can to prevent skill gaps when your experienced technicians retire. I've been trying to get Mike Rowe on my show for three and a half years. I keep sending him emails every couple of months and stuff like that, because we say the same things and I think it would just be an absolute fantastic thing to have him as a guest on my podcast. And we both realize that a lot of the workforce is aging out and if there's a knowledge transfer between generations, that's not happening. There's a lot of knowledge that's being lost, a lot of knowledge being lost.

Speaker 3: 33:57

The best practice manuals the ITSIM manual, the TDMM manual those are written by industry experts who have been doing design and installation, not for years, for decades, and they put that knowledge in a book to make our jobs easier. That's the greatest compliment, the greatest gift that you can give to somebody. That's why I don't understand why so many people in our industry don't want to read the ITSA manual or the TN manual. Why not learn? My dad always used to say the best lesson learned is someone that somebody made from that. You learn from somebody else's mistake. You don't have to repeat that same mistake If somebody's already learned how to do it. All you have to do is read it in a book and then apply it in real life and get learned from that. You don't have to make those same mistakes. So the best practice manuals do this.

Speaker 3: 34:57

But there's so many people in our industry that don't know what is the ITSIM manual, what is the TDMM manual? They don't know that. Hey, if I don't ask that person retiring, they're not going to teach me. When you get into my position, where you're starting to see the light at the end of the tunnel, you start realizing that if you share knowledge, you're preparing the next generations for success. And that is one of the pillars of this podcast, absolutely one of the pillars. And by doing that, by doing this whole encouraging knowledge transfer between the generations within your company, again, that's going to foster that lifelong learning mindset within your company.

Speaker 4: 35:46

Hey, this is Editing, Chuck. Thank you. I hope you enjoyed this first part of this two-part series. Make sure you tune in next week for the second part of this series. My goal is to make employees and employers better.

Speaker 1: 36:02

Thanks for listening to let's Talk Cabling, the award-winning podcast where knowledge is power and the low-voltage industry connects. If you enjoyed today's episode, don't forget to subscribe, leave a review and share it with your crew. Got questions or ideas for the show? Chuck wants to hear from you. Stay connected, stay informed and always aim for excellence. Stay connected, stay informed and always aim for excellence. Until next time, keep those cables clean, your standards high and your future bright. Let's Talk Cabling. No-transcript.