July 16, 2024
Unlock Your Leadership Potential: Insights from Eddie Turner on Adaptive Leadership and Authenticity
Give us feedback,suggestion or make a request Unlock your leadership potential with insights from Eddie Turner, author of "140 Simple Messages to Guide Emerging Leaders." Can leadership be taught and developed? Eddie challenges the traditional notion that leaders are born, not made, and shares his passion for nurturing leadership potential in everyone. Drawing from his rich experiences and scholarly research, Eddie offers compelling analogies and practical advice on how each of us can tap int...
Give us feedback,suggestion or make a request
Unlock your leadership potential with insights from Eddie Turner, author of "140 Simple Messages to Guide Emerging Leaders." Can leadership be taught and developed? Eddie challenges the traditional notion that leaders are born, not made, and shares his passion for nurturing leadership potential in everyone. Drawing from his rich experiences and scholarly research, Eddie offers compelling analogies and practical advice on how each of us can tap into our inherent leadership capacities.
Navigate the complexities of today's workforce with our deep dive into adaptive leadership styles and managing multigenerational teams. As AI continues to rise in the workplace, discover the unique human qualities that leaders must cultivate to stay relevant. From the shift to more collaborative leadership approaches to the concept of adaptive authenticity, we provide real-life examples and actionable strategies to help you balance your personal style with team needs while staying true to your core values.
In our final segment, we examine the importance of authenticity and building effective managerial relationships. Learn practical strategies for managing up, aligning personal goals with organizational mandates, and leveraging feedback mechanisms to create a harmonious work environment. Eddie also returns to inspire aspiring leaders with his message of bold leadership, the significance of securing allies and sponsors, and the power of authentic communication across generations. Tune in to be inspired and equipped to unleash your leadership potential!
This episode is sponsored by MyCareerLabs
00:01 - Leadership Capacity and Growth Mindset
13:32 - Adaptive Leadership Styles and Multigenerational Workforces
23:18 - Effective Managerial Relationships in the Workplace
34:06 - Building Allies and Authentic Leadership
47:25 - Unleash Your Leadership Potential
WEBVTT
00:00:01.622 --> 00:00:11.367
Welcome everyone to the latest episode of the you Unleash podcast with Femi Akiyemi, your host, and this week I've got a special special guest.
00:00:11.367 --> 00:00:49.783
Now, one of the big things we know is that leadership is everything, and the thing for a lot of us is, when we think about leadership, we think about, oh, it's the big boss, it's someone who's the CEO, but we don't think about the more nuanced parts of leadership, which is we ourselves are leaders, in our families, in our homes, in our team, but we play a role in the team and people look to us for direction sometimes.
00:00:49.783 --> 00:00:58.429
So we are all leaders, and sometimes it's transient, which is for a moment in time, and sometimes you are permanently the leader.
00:00:58.429 --> 00:01:07.581
But either way, there is a responsibility for all of us to see ourselves as leaders and embrace the moment and realize that it's all part of growth.
00:01:08.183 --> 00:01:17.745
So this week I've got one of my favorite guests who had one of our highest viewings from our last time he was a guest here who is Eddie Turner.
00:01:17.745 --> 00:01:28.316
He is the author of of an amazing book called 140 Simple Messages to Guide Emerging Leaders.
00:01:28.316 --> 00:01:43.850
Boyd is also a leadership expert and he's taken part in loads of leadership conferences, which is where I met him and he does lots of consultancy, speaks in leadership, leadership is in his blood and he's here to share his thoughts on us.
00:01:43.850 --> 00:01:47.251
Hi, eddie, welcome to the Unleashed podcast.
00:01:47.251 --> 00:01:47.760
Thanks for having you.
00:01:48.200 --> 00:01:49.704
Femi, thank you for having me.
00:01:49.704 --> 00:01:51.189
What a pleasure to be here with you.
00:01:53.781 --> 00:01:54.644
No, it's a pleasure as well.
00:01:54.644 --> 00:01:55.585
Thanks for coming.
00:01:55.585 --> 00:02:00.862
When I started to think about the guests I'm going to invite back, I thought about you.
00:02:00.862 --> 00:02:03.727
So leadership is close to your heart.
00:02:03.727 --> 00:02:04.908
Tell me.
00:02:04.908 --> 00:02:07.030
I know the answer, but tell our listeners.
00:02:07.030 --> 00:02:10.274
Why is leadership so such?
00:02:10.274 --> 00:02:12.635
Because I know it's everything you talk about.
00:02:14.340 --> 00:02:17.474
Why are you so passionate about leadership?
00:02:21.639 --> 00:02:46.212
I became passionate about leadership because I have suffered from being under so many poor leaders and so literally it became one of those things where we experience it at every level of our life, from the time we're young be it examples that we see in family or places of worship or in our community or people we looked up to as heroes to the point of later when we're in the workplace.
00:02:47.340 --> 00:02:59.787
There's just been so many bad examples of leadership and it has a real impact on us and sometimes people might think, oh, people are too young or they're a kid, they don't know, they don't understand.
00:02:59.787 --> 00:03:10.606
But it really does, both in a positive and a negative way, and so I have my own opinions about what things should look like, what good leadership is, but my opinion doesn't mean anything.
00:03:10.606 --> 00:03:27.242
So I started to, through research, through school, going to university and such, really get scholastic, scholarly definitions of what leadership is, and in many ways it reaffirmed my opinions.
00:03:27.242 --> 00:03:31.841
And in other ways there were new concepts, certainly, that I never knew anything about.
00:03:31.841 --> 00:03:49.949
That I did learn about, and the more I learned, I just devoured it because I felt like, wow, when we make better leaders in the world, we make a better world because we make better people, and those people impact so many individuals and the impact is exponential.
00:03:52.033 --> 00:03:53.217
No, I agree with you.
00:03:53.217 --> 00:04:04.402
I think one of my things with leadership and that a lot of people say, and I think that holds a lot of us back is because you've studied it, which tells me it's something that can be studied, and if it can be studied it means it can be taught.
00:04:04.402 --> 00:04:11.989
But what a lot of us have grown to believe is that leadership is you're either a born leader or you're not.
00:04:11.989 --> 00:04:14.479
Is that what your studies kind of told you?
00:04:14.479 --> 00:04:21.184
Because you see some people, you go somewhere and some people are certainly charismatic, they just have that glow and everyone follows.
00:04:21.184 --> 00:04:23.509
But for a lot of people, we go in and we go.
00:04:23.509 --> 00:04:24.110
He's got it.
00:04:24.110 --> 00:04:25.781
I haven't, so I'm not a leader.
00:04:25.781 --> 00:04:28.507
What are you finding when it comes to leadership?
00:04:28.507 --> 00:04:31.072
Is it taught or is it caught?
00:04:31.072 --> 00:04:32.762
Or are leaders born?
00:04:32.762 --> 00:04:34.045
Why are you finding them in leadership?
00:04:34.045 --> 00:04:35.026
The?
00:04:35.148 --> 00:04:41.850
idea is something that many of us feel, because we look at some people and they look so natural, so effortless.
00:04:41.850 --> 00:04:51.793
When we see them in motion and how they comport themselves, how they move about, we think that person just has always had it kind of like you know some other quality.
00:04:51.793 --> 00:04:55.831
But it is something that can be taught.
00:04:55.831 --> 00:05:05.350
It is something that some people perhaps gravitate to more naturally than others, but it is something that is within the auspice of almost everyone.
00:05:05.350 --> 00:05:19.266
I say almost everyone because Jim Kouzes and Barry Posner in their landmark book, the Leadership Circle, rather the Leadership Challenge I always get confused because there's an assessment.
00:05:19.266 --> 00:05:25.608
The Leadership Circle is the assessment, leadership Challenge is the book, and that book is in its seventh edition now.
00:05:25.608 --> 00:05:38.716
And in their research what they say is only one in a million people has no leadership capacity whatsoever, only one in a million.
00:05:39.536 --> 00:05:40.237
So think about that.
00:05:40.237 --> 00:05:44.446
So virtually nobody, almost nobody, everybody has leadership.
00:05:44.980 --> 00:06:04.514
Well, in the United States I know you're broadcasting from London, so I don't know the population of London, but in the United States we have about 350 million people and so by using their statistic we're saying that maybe only 350 people in the country have zero capacity whatsoever.
00:06:04.514 --> 00:06:08.490
Right, but everyone else they have some capacity.
00:06:08.490 --> 00:06:10.687
Now we might like to get to a beverage.
00:06:11.600 --> 00:06:18.588
Many of us may enjoy a bottle of soda or pop, depending on which part of the country you're in, what phrase you use.
00:06:18.588 --> 00:06:27.528
But if we get a can of Coke, a cola or Sprite, sometimes it's a I like the little seven ounces because a little bit less sugar.
00:06:27.528 --> 00:06:36.485
Some friends are like the 12 ounce, some want a big 20 ounce, but when we no matter what size, it's still that amount of soda.
00:06:36.485 --> 00:06:40.408
So we think about everybody, almost everybody, having the ability to lead.
00:06:40.408 --> 00:06:50.726
It is that not that everybody's going to be a 20 ounce, but some will be that 12, some will be that seven, but there's some capacity to lead.
00:06:50.726 --> 00:07:07.565
And so, whatever our capacity is, the challenge is that we all use and develop ourselves to whatever our capacity is, and a great number of us will find that we can actually grow the capacity far beyond what we thought we could.
00:07:09.850 --> 00:07:13.444
So it sounds to me like we've all got leadership capacity, but it's also.
00:07:13.444 --> 00:07:15.389
It's a muscle, it's like an elastic.
00:07:15.389 --> 00:07:23.351
When you lead up to your present capacity, all of a sudden you discover you have capacity to do just a bit more.
00:07:23.351 --> 00:07:25.627
But then you grow and then you grow.
00:07:25.627 --> 00:07:28.666
So it's leadership capacity can grow as well.
00:07:28.666 --> 00:07:33.545
We've all got it and we can grow it as well, right, we can, and that's the key word we can.
00:07:33.644 --> 00:07:53.786
For some people they don't, because what happens is Dr Ron Heifetz at the Harvard Kennedy School defines this we hit the frontier of our capacity and for some people, when they hit that, it's like a brick wall and then they crumble, whereas others say I need to develop, I can't get past this layer.
00:07:53.786 --> 00:08:03.009
And so they bring in a coach, an executive coach, and they develop one-on-one so they can break down that wall and get to the next level.
00:08:03.009 --> 00:08:11.468
Others decide, hey, I need to go for some more training, so I'm going to enroll in some kind of a program, I'm going to go back to the university and get a new degree.
00:08:11.468 --> 00:08:16.692
But they realize that they need to go beyond their current level of competency.
00:08:17.880 --> 00:08:22.473
Now Dr Carol Dweck defines that as having the growth mindset.
00:08:22.473 --> 00:08:24.987
So in her landmark, work right.
00:08:24.987 --> 00:08:28.281
Because some people will say well, I am what I am, hey, this is just all I can do.
00:08:28.281 --> 00:08:35.875
Fixed, I got something for you, you got it Excellent, that's the key.
00:08:35.875 --> 00:08:41.471
So not having a fixed mindset will allow us to grow and develop our leadership capacity.
00:08:41.471 --> 00:08:44.369
But those who have the fixed mindset, they kind of stop.
00:08:44.369 --> 00:08:48.530
But the growth mindset says I can do more, I will do more.
00:10:05.000 --> 00:10:17.043
And to add to that, the mindset is, as a leader, is that always see that there is room to grow and see yourself as not the finished article.
00:10:17.043 --> 00:10:23.711
And as long as you do that, even if you're low capacity, high capacity, you can always grow for leadership.
00:10:23.711 --> 00:10:29.019
Yes, I'm sorry, no, no, no, that was it.
00:10:29.019 --> 00:10:29.539
Yeah, you go.
00:10:29.659 --> 00:10:31.811
Go yeah, and that requires humility.
00:10:32.085 --> 00:10:36.615
I was talking to one of my clients and I love the way she explained it.
00:10:36.615 --> 00:10:54.431
When we're talking about the accomplishments that she has, and she's this incredible senior leader who's run a billion-dollar portfolio across continents, and she does not approach anything with the attitude that I'm an expert, I don't need to ask questions.
00:10:54.431 --> 00:11:02.120
She approaches it with what we call the childlike mind, that of curiosity, always asking questions.
00:11:02.120 --> 00:11:04.128
And so the quote is and I forget who says it in the child's mind, the childlike mind, that of curiosity, always asking questions.
00:11:04.128 --> 00:11:08.700
And so the quote is and I forget who says it in the child's mind, the childlike mind, there are many options.
00:11:08.700 --> 00:11:20.071
In the expert's mind, there are few, because the expert comes in, I have all the answers and if it's not in my head, I'm not going to consult anybody outside of my head, right?
00:11:20.071 --> 00:11:37.977
Whereas that person that approaches it with a childlike mind, that growth mindset, they're going to remain humble, and humility leads to learning and that's how, as leaders, we continue to grow in ways it's not always about our knowledge, it's about our questions.
00:11:41.227 --> 00:11:46.457
And I love those leaders, but I hate those leaders because they're the ones who always ask.
00:11:46.457 --> 00:11:56.255
When you're in a meeting, they always ask that question where you think, dang, they got me, because they're so humble and they ask even the silly questions.
00:11:56.255 --> 00:12:00.855
The ones who are experts come in and they don't ask anything because they think they know it all.
00:12:00.855 --> 00:12:07.269
But the best leaders, you're right, they'll just ask oh so what happens if we do that, what happens if we do this?
00:12:07.269 --> 00:12:11.013
And they're just curious and you end up thinking they're geniuses.
00:12:11.013 --> 00:12:13.092
But they kind of are, but they're kind of not.
00:12:13.092 --> 00:12:16.085
What they're doing is they're just being humble and they're exploring.
00:12:16.085 --> 00:12:22.014
So the best leaders are always exploring, checking everything and trying to find out more and find out more.
00:12:22.897 --> 00:12:23.197
Indeed.
00:12:24.499 --> 00:12:39.552
Yeah, so we spoke about three years ago, so I was curious to know since then, have your views on leadership changed, or do you, or are you even more?
00:12:39.552 --> 00:12:44.407
Have your thoughts on leadership evolved, or are you even more sure about what you had there?
00:12:44.407 --> 00:12:49.666
Or were you a young author who was naive and you know so much more about leadership now?
00:12:49.666 --> 00:12:52.173
Or what have you learned in the last three years?
00:12:52.173 --> 00:12:53.015
I guess the question.
00:12:54.606 --> 00:13:11.091
Well, I think I would say I try to take my own medicine and have a growth mindset, stay curious and keep growing, and so, absolutely, I've learned more about leadership in the time since we've talked and I continue to do my own research and continue, obviously, working with clients, learning from my great clients.
00:13:11.913 --> 00:13:25.456
When I'm coaching them and helping them have those aha moments and generate insights and generate solutions, I end up going through the same process with them and I think that also, obviously, our world has changed.
00:13:25.456 --> 00:13:28.552
We weren't challenged with AI, for example.
00:13:28.552 --> 00:13:30.137
Last time you and I talked.
00:13:30.137 --> 00:13:42.685
It was around, but it wasn't as dominant as it is today, and what that is doing is it's an immediate opportunity for leaders.
00:13:42.685 --> 00:14:05.072
Some might say it's an immediate threat, but it's an immediate opportunity, I believe, for leaders to understand the need, all the more so, to develop their leadership capacity, because are you going to allow artificial intelligence to dominate you in your workplace or are you going to allow what some might call real intelligence, one of my guests said, to dominate?
00:14:05.072 --> 00:14:08.363
Well, to do that and we need it, we don't want to run from it.
00:14:08.363 --> 00:14:15.827
It is certainly a tool of the future, but we have to, all the more so, develop ourselves as leaders, to distinguish ourselves from a machine.
00:14:17.331 --> 00:14:23.326
Yeah, absolutely Absolutely, and that's a big challenge for leaders to overcome.
00:14:23.326 --> 00:14:27.408
That's coming, and for all of us actually in our different fields who are aspiring leaders.
00:14:27.408 --> 00:14:36.895
So one of the questions I had for you because I was looking through your book and you said leadership starts in the youth and more and more you read everywhere.
00:14:36.895 --> 00:14:52.850
You hear about quiet, quitting, you hear about just generational wars in the workplace and, from a leadership perspective, what are you finding are the challenges leaders are facing Having five generations.
00:14:52.850 --> 00:14:59.716
You have the boomers, you have Gen Zs, you have millennials and very soon the Gen Afas in the workplace.
00:14:59.716 --> 00:15:04.828
What is the big sort of learning or challenge that we're finding in leadership in the workplace?
00:15:04.828 --> 00:15:24.298
And I ask because as you talk I want you to sort of touch on a lot of our listeners are like millennials or Gen Zs or Gen Xs is what are the things we can learn that can help us lead better in the workplace, considering the difference generationally in the workplace?
00:15:25.705 --> 00:15:26.206
Interesting.
00:15:26.206 --> 00:15:42.639
So, with the different generations in the workplace, the idea of how we show up matters, and it is a need for us to, number one, respect all levels of the generations.
00:15:42.639 --> 00:15:47.567
The younger ones want to respect the older ones and not feel like, hey, what does this person know?
00:15:47.567 --> 00:15:50.556
Or I'm a lot faster with technology, what can they tell me?
00:15:50.556 --> 00:15:57.754
And then the older ones don't want to be dismissive of the younger generation from the standpoint of, oh, these young people have so much to learn.
00:15:57.754 --> 00:16:01.835
Each group can learn from the others mutually.
00:16:01.835 --> 00:16:09.278
That said, it creates a different set of expectations of what does good work look like and what does good leadership look like.
00:16:09.278 --> 00:16:12.173
You know, one came from a command and control generation.
00:16:12.173 --> 00:16:22.358
I've been here longer, I'm older, therefore you should do what I say, whereas now sometimes an older person might find the person that's very young as their boss.
00:16:22.358 --> 00:16:40.279
That's tough to digest, and so there's different norms that we have to deal with from that standpoint and creating the workplace culture that celebrates that and creates the proper expectations.
00:16:40.279 --> 00:16:47.197
Then we look at, when we're talking about how that makes us a leader, in a different way.
00:16:47.197 --> 00:16:48.890
How do I show up?
00:16:48.890 --> 00:17:07.989
You know, there's this one concept of as you develop as a leader, it really means developing, means you're changing, and sometimes, as you change, other people might assault the new you.
00:17:07.989 --> 00:17:17.246
For example, we all are familiar, perhaps growing up, when you had that smart kid in class who sometimes didn't want to show up as smart as they really were.
00:17:17.246 --> 00:17:20.029
They tried to play it down so they could fit in.
00:17:20.029 --> 00:17:23.628
They didn't want kids to call them the nerd or some of these other phrases they call them.
00:17:23.628 --> 00:17:25.854
Well, that doesn't just apply in school.
00:17:25.854 --> 00:17:27.346
Sometimes that applies in the workplace.
00:17:27.346 --> 00:17:31.034
And so some people might want to say, hey, I want to keep it real.
00:17:31.034 --> 00:17:35.288
So well, they know they should be doing better, acting better.
00:17:35.288 --> 00:17:38.076
They don't that person who gets.
00:17:38.076 --> 00:17:39.965
They were cool with everybody on the team.
00:17:39.965 --> 00:17:43.349
Now they get promoted, they still want to be cool with everybody on the team.
00:17:43.349 --> 00:17:46.692
Don't realize that, hey, no, I'm now the leader of this team.
00:17:46.692 --> 00:17:48.595
I need to show up a little differently.
00:17:48.595 --> 00:17:51.577
And they're afraid that people say, oh, now you sold out.
00:17:51.577 --> 00:17:54.300
Now you got the new promotion, now you want to be different.
00:17:54.300 --> 00:18:05.398
Well, I am different because now, hey, when they got that promotion, they sent them to a management program, they sent them to a leadership program, and now they learned hey, I need to comport myself in this way.
00:18:05.398 --> 00:18:09.595
I'm no longer an individual contributor, I am now leading and managing.
00:18:09.595 --> 00:18:11.793
I must therefore comport myself differently.
00:18:11.793 --> 00:18:23.771
And so Herminia Ibarra I was thinking of her name, noted professor, and I believe she's based in London, like you, she, I forget.
00:18:23.791 --> 00:18:32.317
I believe she's based in London, like you, I forget what she said, but she says in her work you want to have adaptive authenticity.
00:18:32.317 --> 00:18:39.271
Adaptive authenticity meaning that I can still be me, but I learned how to adapt.
00:18:39.271 --> 00:18:50.273
And because I've changed, because I've grown as a result of this leadership development, it doesn't mean that I am not being authentic.
00:18:50.273 --> 00:18:53.298
I'm still me, but here's the new me.
00:18:53.298 --> 00:18:57.253
And now, as I show up, I'm showing up as a person who knows better.
00:18:57.253 --> 00:18:58.697
Therefore, I'm doing better.
00:19:01.847 --> 00:19:07.083
You make a good point because I've had a personal experience, and this is one I like.
00:19:07.083 --> 00:19:08.768
This is where you can almost coach me.
00:19:08.768 --> 00:19:09.791
Real time is.
00:19:09.791 --> 00:19:10.534
So.
00:19:10.534 --> 00:19:38.001
I was leading the team and my personality is quite collaborative, but I found that, even being collaborative, collaborative and non-confrontational I struggled to get them to buy in and it went against my personality, which is it felt like they needed a command and control, but that's not my personality and that.
00:19:38.001 --> 00:19:55.172
But it was also a generational thing, which is a generation, which is is probably they were really young millennials, if you want to put it that way, really young millennials, or yeah, and I am, and I'm an older millennial, if you want to call it that, and getting that.
00:19:55.172 --> 00:19:56.273
That clash was there.
00:19:56.273 --> 00:20:04.056
I was trying to be collaborative, but it felt like that's not what they wanted, and so how would you have suggested I overcome that?
00:20:05.806 --> 00:20:06.550
That's a great question.
00:20:06.550 --> 00:20:18.655
One of the concepts that Dr Barra mentions is this idea that when you're talking about adaptive authenticity is that you experiment with different leadership styles.
00:20:18.655 --> 00:20:24.112
So not only are you going to be growing and developing as a leader, but you're not going to stick with one style.
00:20:24.112 --> 00:20:38.554
Daniel Goldman, in his landmark work in Harvard Business Review, when he introduced the idea of emotional intelligence, he used the illustration of a golf bag and I love that article because in that golf bag he talks about that.
00:20:38.574 --> 00:20:39.637
You use different clubs.
00:20:39.637 --> 00:20:41.771
Now, I'm not a golfer, but I do know this.
00:20:41.771 --> 00:20:45.411
I know the difference between a driver and a putter.
00:20:45.411 --> 00:20:52.211
When you start off on the golf course, you don't pull out a putter at the smallest club.
00:20:52.211 --> 00:20:59.849
You pull out that big driver and you reach back and you swing that as hard as you can so you can sail that ball onto the green.
00:20:59.849 --> 00:21:13.271
And if you end up in the sand, you pull out a little sand wedge, dig it out a little bit Different parts of the course, there's different clubs and finally at the end you pull out that putter for a nice soft tap.
00:21:14.286 --> 00:21:29.235
And when it comes to leadership styles, he defines seven styles we should use as leaders and that you don't use one all the time but depending on circumstances, you need to pull out the appropriate club or the appropriate leadership style for that circumstance.
00:21:29.235 --> 00:21:34.797
So in the case that you just mentioned, you would be pulling out the club.
00:21:34.797 --> 00:21:37.371
That means that you have to be a little bit more.
00:21:37.371 --> 00:21:45.909
I don't want to say dictatorial, I forget the phrase that he used but essentially you are, because you're more demanding, you're more driving.
00:21:45.909 --> 00:21:59.110
In this case you use this in a situation usually of great urgency mergers and acquisitions or when there are disruptive employees, rebellious employees you pull out that club.
00:21:59.644 --> 00:22:04.418
But if you use that club all the time, with everybody just swinging on people, you won't be an effective leader club.
00:22:04.418 --> 00:22:08.007
But if you use that club all the time, with everybody just swinging on people, you won't be an effective leader.
00:22:08.007 --> 00:22:09.532
You'll be a miserable leader who's reviled.
00:22:09.532 --> 00:22:10.916
So you use that when you need to.
00:22:10.916 --> 00:22:18.554
But your more dominant club might be the one that he calls affiliative, that friendly leader, that leader who's emotionally intelligent.
00:22:18.554 --> 00:22:25.273
But then you might also use the democratic one, where you allow people to weigh in, sometimes on decision making.
00:22:25.273 --> 00:22:31.036
But there are other times when you can't do that too much, because then people say well, hey, you're the leader.
00:22:31.036 --> 00:22:33.644
You make the decision, you make the call Right.
00:22:33.644 --> 00:22:53.010
So it's a matter of adopting a dominant style that you might prefer, but knowing when you need to reach in your golf bag and pull out the necessary club for the circumstance or for the individual, because sometimes it's at an individual level and not necessarily a team level no, that makes a lot of sense.
00:22:53.050 --> 00:22:53.512
Thanks for that.
00:22:53.512 --> 00:22:54.954
That makes a lot of sense.
00:22:54.954 --> 00:23:06.106
So you've got to read, read your team and adapt to the goals and objectives and the personalities of your team to achieve what you want as well.
00:23:06.106 --> 00:23:11.079
Absolutely so many and the deadlines and and so many things.
00:23:11.079 --> 00:23:12.045
That makes a lot of sense.
00:23:12.045 --> 00:23:30.072
So, which brings us to my next, next question, which is one of the things a lot of people I've spoken to struggle with, is managing upwards managing, managing your managers, and you can get tyrannical bosses, all kinds of bosses and a lot of us struggle to manage our managers.
00:23:30.072 --> 00:23:36.096
How can we manage our managers to make sure we get what we want and they get what they want as well?
00:23:37.346 --> 00:23:39.735
I think that you just gave the answer in that question.
00:23:39.735 --> 00:23:46.940
You make sure they get what they want and usually when you do that, you get what you want.
00:23:46.940 --> 00:23:56.168
I say usually because you have some people that it's all about them and they never have a concept of reciprocity, where they're going to then give you what you want.
00:23:56.168 --> 00:24:00.907
And when you have those kind of managers and I've had a couple there's not a whole lot you can do.
00:24:00.907 --> 00:24:09.132
In those cases it's their next slot and it's time to go.
00:24:09.192 --> 00:24:12.438
I mean and you're right, I mean as simplistically, that's the goal.
00:24:12.438 --> 00:24:14.010
The goal is I help you get what you want.
00:24:14.010 --> 00:24:21.391
You have me get what I want and that's why they have their objectives and they pass it down to me and when I run my objectives I tie it into their objectives.
00:24:21.391 --> 00:24:38.478
But in the daily dynamics, the daily working together, how do we, especially when you've got different personalities, how do you work together to make sure we both get what we want and the relationship works?
00:24:40.005 --> 00:24:40.246
Yeah.
00:24:40.246 --> 00:25:09.476
So once you know what your manager's mandate is, which is hopefully tied to the organizational mandate and hopefully you're hearing that because the ceo is doing an all employees meeting, where you're hearing it directly from the ceo or you're seeing it in the company literature there's those should all match and then someone, be it your immediate manager, which is where it should come from is helping you understand your unique role in making that all come to fruition.
00:25:09.476 --> 00:25:23.750
So you are doing what you're asked to do by your manager, by the organization, and then typically the reward for that obviously is simply just a paycheck, but then other leaders recognize that this is more than a number.
00:25:23.750 --> 00:25:27.164
I'm going to give this employee more than just a paycheck, but then other leaders recognize that this is more than a number.
00:25:27.164 --> 00:25:29.248
I'm going to give this employee more than just a paycheck.
00:25:29.248 --> 00:25:31.813
I'm going to give this employee the training that they need, the development that they need.
00:25:31.813 --> 00:25:39.007
Or, in some cases, as you have parents aging, this employee may need a little bit more time to deal with the aging parent or to deal with the newborn.
00:25:39.007 --> 00:25:45.505
There should be a handshaking and a collective awareness that we both need to help and support each other.
00:25:46.068 --> 00:25:48.775
One of my friends, uh, who I just had a call with earlier?
00:25:48.775 --> 00:25:50.782
Uh, greg williams.
00:25:50.782 --> 00:25:53.347
Uh, he calls himself the mass negotiator.
00:25:53.347 --> 00:26:00.849
His catchphrase is you're always negotiating, and that is really what it is whenever you're doing anything at work.
00:26:00.849 --> 00:26:12.327
All, all day, every day, we are negotiating, and in a negotiation except an employer-employee relationship the employer always gets what they want.
00:26:12.327 --> 00:26:16.092
But as an employee, your hope would be that somebody does not get everything they want.
00:26:16.092 --> 00:26:32.688
In negotiations, by definition, people kind of meet in the middle, and so I didn't get all of what I wanted, you didn't get all of what you wanted, and usually that means it was a great negotiated outcome.
00:26:32.708 --> 00:26:32.907
No, I agree.
00:26:32.907 --> 00:26:40.474
So between you and your line manager, which we call here, it's that constant negotiation and it's constantly moving.
00:26:40.474 --> 00:26:47.559
But I guess, if I put you on the spot, if I drill down on this, is you could have a manager who's just their way of managing this.
00:26:47.559 --> 00:26:54.469
They micromanage, they micromanage, they're all over you.
00:26:54.469 --> 00:27:02.112
I won't say they don't trust you, but they just have to be all over you and you don't work that way and you've got to find a way to work together.
00:27:02.112 --> 00:27:06.282
You and you don't work that way and you've got to find a way to work together.
00:27:06.282 --> 00:27:07.385
And how do you?
00:27:14.365 --> 00:27:16.152
are there tools you can use to help you manage your manager?
00:27:16.152 --> 00:27:26.226
Yes, so if negotiation doesn't work, the other option is simply asking for feedback, and when I say asking for feedback, using a specific feedback mechanism, one I like to use is SBI situation behavior impact.
00:27:26.226 --> 00:27:45.697
You know, feming, when you give me a set of tasks and you tell me exactly what you want done, but then you follow up with me literally 30 minutes afterwards before I've even had a chance to properly execute, or you describe the behaviors, and the behaviors you describe are not an opinion.
00:27:45.697 --> 00:27:51.978
It's what can be seen on a video recorder or we can hear, right, so these are facts.
00:27:51.978 --> 00:27:59.097
So situation behavior the impact on me is it makes me feel like you don't trust me.
00:27:59.097 --> 00:28:00.768
So I'm never wrong for my feelings, right?
00:28:00.768 --> 00:28:02.054
So situation behavior impact yes, because they're my feelings.
00:28:02.054 --> 00:28:03.681
Yes, so I'm never wrong for my feelings, right.
00:28:03.681 --> 00:28:05.626
So situation behavior that's my feeling.
00:28:05.626 --> 00:28:07.431
Yes, so I would.
00:28:07.431 --> 00:28:08.213
I would use that.
00:28:08.213 --> 00:28:12.028
You let them, let your manager know, and perhaps they'll make an adjustment.
00:28:12.469 --> 00:28:30.315
When that doesn't work, sometimes your HR department may have some options and sometimes it might be a 360 feedback mechanism where maybe, if you're feeling this way, other people are feeling that way, and when the manager is assessed and they get that 360 feedback and this is oftentimes when I get called in.
00:28:30.315 --> 00:28:38.193
It's amazing how they see that, and one of my leaders ended up saying this I've been a real blank blank.
00:28:38.193 --> 00:28:42.092
Insert the expletive Right.
00:28:42.092 --> 00:28:46.657
The witness hit her because of that instrument.
00:00:01.622 --> 00:00:11.367
00:00:11.367 --> 00:00:49.783
00:00:49.783 --> 00:00:58.429
00:00:58.429 --> 00:01:07.581
00:01:08.183 --> 00:01:17.745
00:01:17.745 --> 00:01:28.316
00:01:28.316 --> 00:01:43.850
00:01:43.850 --> 00:01:47.251
00:01:47.251 --> 00:01:47.760
00:01:48.200 --> 00:01:49.704
00:01:49.704 --> 00:01:51.189
00:01:53.781 --> 00:01:54.644
00:01:54.644 --> 00:01:55.585
00:01:55.585 --> 00:02:00.862
00:02:00.862 --> 00:02:03.727
00:02:03.727 --> 00:02:04.908
00:02:04.908 --> 00:02:07.030
00:02:07.030 --> 00:02:10.274
00:02:10.274 --> 00:02:12.635
00:02:14.340 --> 00:02:17.474
00:02:21.639 --> 00:02:46.212
00:02:47.340 --> 00:02:59.787
00:02:59.787 --> 00:03:10.606
00:03:10.606 --> 00:03:27.242
00:03:27.242 --> 00:03:31.841
00:03:31.841 --> 00:03:49.949
00:03:52.033 --> 00:03:53.217
00:03:53.217 --> 00:04:04.402
00:04:04.402 --> 00:04:11.989
00:04:11.989 --> 00:04:14.479
00:04:14.479 --> 00:04:21.184
00:04:21.184 --> 00:04:23.509
00:04:23.509 --> 00:04:24.110
00:04:24.110 --> 00:04:25.781
00:04:25.781 --> 00:04:28.507
00:04:28.507 --> 00:04:31.072
00:04:31.072 --> 00:04:32.762
00:04:32.762 --> 00:04:34.045
00:04:34.045 --> 00:04:35.026
00:04:35.148 --> 00:04:41.850
00:04:41.850 --> 00:04:51.793
00:04:51.793 --> 00:04:55.831
00:04:55.831 --> 00:05:05.350
00:05:05.350 --> 00:05:19.266
00:05:19.266 --> 00:05:25.608
00:05:25.608 --> 00:05:38.716
00:05:39.536 --> 00:05:40.237
00:05:40.237 --> 00:05:44.446
00:05:44.980 --> 00:06:04.514
00:06:04.514 --> 00:06:08.490
00:06:08.490 --> 00:06:10.687
00:06:11.600 --> 00:06:18.588
00:06:18.588 --> 00:06:27.528
00:06:27.528 --> 00:06:36.485
00:06:36.485 --> 00:06:40.408
00:06:40.408 --> 00:06:50.726
00:06:50.726 --> 00:07:07.565
00:07:09.850 --> 00:07:13.444
00:07:13.444 --> 00:07:15.389
00:07:15.389 --> 00:07:23.351
00:07:23.351 --> 00:07:25.627
00:07:25.627 --> 00:07:28.666
00:07:28.666 --> 00:07:33.545
00:07:33.644 --> 00:07:53.786
00:07:53.786 --> 00:08:03.009
00:08:03.009 --> 00:08:11.468
00:08:11.468 --> 00:08:16.692
00:08:17.880 --> 00:08:22.473
00:08:22.473 --> 00:08:24.987
00:08:24.987 --> 00:08:28.281
00:08:28.281 --> 00:08:35.875
00:08:35.875 --> 00:08:41.471
00:08:41.471 --> 00:08:44.369
00:08:44.369 --> 00:08:48.530
00:10:05.000 --> 00:10:17.043
00:10:17.043 --> 00:10:23.711
00:10:23.711 --> 00:10:29.019
00:10:29.019 --> 00:10:29.539
00:10:29.659 --> 00:10:31.811
00:10:32.085 --> 00:10:36.615
00:10:36.615 --> 00:10:54.431
00:10:54.431 --> 00:11:02.120
00:11:02.120 --> 00:11:04.128
00:11:04.128 --> 00:11:08.700
00:11:08.700 --> 00:11:20.071
00:11:20.071 --> 00:11:37.977
00:11:41.227 --> 00:11:46.457
00:11:46.457 --> 00:11:56.255
00:11:56.255 --> 00:12:00.855
00:12:00.855 --> 00:12:07.269
00:12:07.269 --> 00:12:11.013
00:12:11.013 --> 00:12:13.092
00:12:13.092 --> 00:12:16.085
00:12:16.085 --> 00:12:22.014
00:12:22.897 --> 00:12:23.197
00:12:24.499 --> 00:12:39.552
00:12:39.552 --> 00:12:44.407
00:12:44.407 --> 00:12:49.666
00:12:49.666 --> 00:12:52.173
00:12:52.173 --> 00:12:53.015
00:12:54.606 --> 00:13:11.091
00:13:11.913 --> 00:13:25.456
00:13:25.456 --> 00:13:28.552
00:13:28.552 --> 00:13:30.137
00:13:30.137 --> 00:13:42.685
00:13:42.685 --> 00:14:05.072
00:14:05.072 --> 00:14:08.363
00:14:08.363 --> 00:14:15.827
00:14:17.331 --> 00:14:23.326
00:14:23.326 --> 00:14:27.408
00:14:27.408 --> 00:14:36.895
00:14:36.895 --> 00:14:52.850
00:14:52.850 --> 00:14:59.716
00:14:59.716 --> 00:15:04.828
00:15:04.828 --> 00:15:24.298
00:15:25.705 --> 00:15:26.206
00:15:26.206 --> 00:15:42.639
00:15:42.639 --> 00:15:47.567
00:15:47.567 --> 00:15:50.556
00:15:50.556 --> 00:15:57.754
00:15:57.754 --> 00:16:01.835
00:16:01.835 --> 00:16:09.278
00:16:09.278 --> 00:16:12.173
00:16:12.173 --> 00:16:22.358
00:16:22.358 --> 00:16:40.279
00:16:40.279 --> 00:16:47.197
00:16:47.197 --> 00:16:48.890
00:16:48.890 --> 00:17:07.989
00:17:07.989 --> 00:17:17.246
00:17:17.246 --> 00:17:20.029
00:17:20.029 --> 00:17:23.628
00:17:23.628 --> 00:17:25.854
00:17:25.854 --> 00:17:27.346
00:17:27.346 --> 00:17:31.034
00:17:31.034 --> 00:17:35.288
00:17:35.288 --> 00:17:38.076
00:17:38.076 --> 00:17:39.965
00:17:39.965 --> 00:17:43.349
00:17:43.349 --> 00:17:46.692
00:17:46.692 --> 00:17:48.595
00:17:48.595 --> 00:17:51.577
00:17:51.577 --> 00:17:54.300
00:17:54.300 --> 00:18:05.398
00:18:05.398 --> 00:18:09.595
00:18:09.595 --> 00:18:11.793
00:18:11.793 --> 00:18:23.771
00:18:23.791 --> 00:18:32.317
00:18:32.317 --> 00:18:39.271
00:18:39.271 --> 00:18:50.273
00:18:50.273 --> 00:18:53.298
00:18:53.298 --> 00:18:57.253
00:18:57.253 --> 00:18:58.697
00:19:01.847 --> 00:19:07.083
00:19:07.083 --> 00:19:08.768
00:19:08.768 --> 00:19:09.791
00:19:09.791 --> 00:19:10.534
00:19:10.534 --> 00:19:38.001
00:19:38.001 --> 00:19:55.172
00:19:55.172 --> 00:19:56.273
00:19:56.273 --> 00:20:04.056
00:20:05.806 --> 00:20:06.550
00:20:06.550 --> 00:20:18.655
00:20:18.655 --> 00:20:24.112
00:20:24.112 --> 00:20:38.554
00:20:38.574 --> 00:20:39.637
00:20:39.637 --> 00:20:41.771
00:20:41.771 --> 00:20:45.411
00:20:45.411 --> 00:20:52.211
00:20:52.211 --> 00:20:59.849
00:20:59.849 --> 00:21:13.271
00:21:14.286 --> 00:21:29.235
00:21:29.235 --> 00:21:34.797
00:21:34.797 --> 00:21:37.371
00:21:37.371 --> 00:21:45.909
00:21:45.909 --> 00:21:59.110
00:21:59.644 --> 00:22:04.418
00:22:04.418 --> 00:22:08.007
00:22:08.007 --> 00:22:09.532
00:22:09.532 --> 00:22:10.916
00:22:10.916 --> 00:22:18.554
00:22:18.554 --> 00:22:25.273
00:22:25.273 --> 00:22:31.036
00:22:31.036 --> 00:22:33.644
00:22:33.644 --> 00:22:53.010
00:22:53.050 --> 00:22:53.512
00:22:53.512 --> 00:22:54.954
00:22:54.954 --> 00:23:06.106
00:23:06.106 --> 00:23:11.079
00:23:11.079 --> 00:23:12.045
00:23:12.045 --> 00:23:30.072
00:23:30.072 --> 00:23:36.096
00:23:37.346 --> 00:23:39.735
00:23:39.735 --> 00:23:46.940
00:23:46.940 --> 00:23:56.168
00:23:56.168 --> 00:24:00.907
00:24:00.907 --> 00:24:09.132
00:24:09.192 --> 00:24:12.438
00:24:12.438 --> 00:24:14.010
00:24:14.010 --> 00:24:21.391
00:24:21.391 --> 00:24:38.478
00:24:40.005 --> 00:24:40.246
00:24:40.246 --> 00:25:09.476
00:25:09.476 --> 00:25:23.750
00:25:23.750 --> 00:25:27.164
00:25:27.164 --> 00:25:29.248
00:25:29.248 --> 00:25:31.813
00:25:31.813 --> 00:25:39.007
00:25:39.007 --> 00:25:45.505
00:25:46.068 --> 00:25:48.775
00:25:48.775 --> 00:25:50.782
00:25:50.782 --> 00:25:53.347
00:25:53.347 --> 00:26:00.849
00:26:00.849 --> 00:26:12.327
00:26:12.327 --> 00:26:16.092
00:26:16.092 --> 00:26:32.688
00:26:32.708 --> 00:26:32.907
00:26:32.907 --> 00:26:40.474
00:26:40.474 --> 00:26:47.559
00:26:47.559 --> 00:26:54.469
00:26:54.469 --> 00:27:02.112
00:27:02.112 --> 00:27:06.282
00:27:06.282 --> 00:27:07.385
00:27:14.365 --> 00:27:16.152
00:27:16.152 --> 00:27:26.226
00:27:26.226 --> 00:27:45.697
00:27:45.697 --> 00:27:51.978
00:27:51.978 --> 00:27:59.097
00:27:59.097 --> 00:28:00.768
00:28:00.768 --> 00:28:02.054
00:28:02.054 --> 00:28:03.681
00:28:03.681 --> 00:28:05.626
00:28:05.626 --> 00:28:07.431
00:28:07.431 --> 00:28:08.213
00:28:08.213 --> 00:28:12.028
00:28:12.469 --> 00:28:30.315
00:28:30.315 --> 00:28:38.193
00:28:38.193 --> 00:28:42.092
00:28:42.092 --> 00:28:46.657