Sep 3, 2026 · 40 min · 10 segments
Send us Fan Mail **People Management: Generalists, Specialists, and Avoiding Employee Burnout** **Episode Overview** In this episode of The Long Burn, co-hosts Dr. Jonathan Wade and Joel Malin…
I've definitely been like team leads and worked in those different capacities, but never was I responsible for the person hiring, paying somebody else, stuff like that.
So, you know, just recently I ended up getting looking at changing jobs and everything else.
And so my manager did the nice thing, did an exit interview and said, hey, what are we doing well? What do we still need to improve and stuff like that? And it kind of was the same story that I've had during my employment experience for the past 20 plus years or whatever it might be.
And I work for a lot of organizations and I see different types of people in the workforce.
And I think a lot of businesses need that because a lot of times those people do get a job and they stay there for a long period of time.
They want to leverage their different skill sets in what they do and But the problem is, and so this is kind of reflecting back on the conversation we had last week with Adam, that he didn't like the uniformity that was in the corporate model.
He didn't like kind of some of the policy and everything else that was more limiting than it was helpful.
And so I think it's a specific type of person that's looking for the opportunity to break out of that model versus some people like the safety that the model provides.
And so if you think about it, We talk about, whether it's the workforce and society and community, whatever it is, is diversity is celebrated.
We want to have a diverse workforce, different cultures and races and backgrounds and experiences and families and everything else until it comes to the job description.
And then we expect that everybody can do exactly the same thing at the same speed with the same outcome and output.
That does not make any sense to think that people are going to operate on the same wavelength coming from these different aspects of diversity.
I've definitely been like team leads and worked in those different capacities, but never was I responsible for the person hiring, paying somebody else, stuff like that.
So, you know, just recently I ended up getting looking at changing jobs and everything else.
And so my manager did the nice thing, did an exit interview and said, hey, what are we doing well? What do we still need to improve and stuff like that? And it kind of was the same story that I've had during my employment experience for the past 20 plus years or whatever it might be.
And I work for a lot of organizations and I see different types of people in the workforce.
And I think a lot of businesses need that because a lot of times those people do get a job and they stay there for a long period of time.
They want to leverage their different skill sets in what they do and But the problem is, and so this is kind of reflecting back on the conversation we had last week with Adam, that he didn't like the uniformity that was in the corporate model.
He didn't like kind of some of the policy and everything else that was more limiting than it was helpful.
And so I think it's a specific type of person that's looking for the opportunity to break out of that model versus some people like the safety that the model provides.
And so if you think about it, We talk about, whether it's the workforce and society and community, whatever it is, is diversity is celebrated.
We want to have a diverse workforce, different cultures and races and backgrounds and experiences and families and everything else until it comes to the job description.
And then we expect that everybody can do exactly the same thing at the same speed with the same outcome and output.
That does not make any sense to think that people are going to operate on the same wavelength coming from these different aspects of diversity.
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