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Welcome to the New Manager 
Podcast. 

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I'm your host, Kim Nichol. 
Hello and welcome. 

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I'm glad you're here and I hope 
you're doing well. 

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I want to start today by 
inviting you to give yourself 

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some credit. 
Can we please just take a moment

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and appreciate everything you do
and even the fact that you are 

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here? 
And I wanted to start that way 

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because on LinkedIn, where I see
a lot of people talking about 

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work and managers and leaders, I
often see two kinds of 

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conversations there. 
One conversation is the is the 

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complaint about how there's no 
training, there's no guidance, 

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managers aren't doing a good 
job. 

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There's a lot of that. 
There's a lot of that 

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conversation out there on the 
socials. 

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And then the other conversation 
I see is from more of the HR 

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people, OPS, you know, internal 
folks who really are struggling 

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to get the right resources to 
their managers because you know,

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they've got limited budget and 
they have really big jobs and 

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they have to deal with all of 
these different issues, not just

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manager development. 
And so they're usually trying to

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squeeze it in and they're trying
to answer to multiple 

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stakeholders and it's really 
hard for them. 

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Like I I see the struggle that 
people in people OPS in HR 

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internally go through trying to 
get resources to managers. 

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And often my perspective is that
you've got these amazing humans 

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who are doing their best to 
manage effectively with very 

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little guidance, a whole lot of 
pressure and criticism, some of 

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it external, some of it 
internal. 

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And the fact that you are even 
listening to this means that you

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are a person who has decided 
it's time to take matters into 

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your own hands. 
Like, it's just time to find 

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something that will help you 
today, that requires no approval

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chain, that requires no 
conversation with anyone but 

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yourself. 
And you have simply found your 

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way to my podcast door and 
you've decided to show up to 

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find something that will help 
you today. 

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And I love that because I think 
that you know the world of work 

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and professional development and
bigger programs that go into 

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organizations, that conversation
can get really loud. 

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And ultimately, why we are here 
is to provide a place of a 

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little bit more quiet, a little 
bit more calm, to provide some 

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insight, some simple tools, some
simple frameworks that will help

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you today to deal with the work 
that you are walking into. 

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And I think that deserves to be 
celebrated. 

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And it ties a little bit into 
the conversation I wanted to 

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have with you, which is the 
topic of how to become more 

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strategic. 
This is something that I've seen

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requested both from some of the 
listeners. 

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So some of you have messaged me 
and said, hey, talk more about 

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strategy. 
I need more strategies that I 

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can use at work. 
But also when I was working 

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internally within a global 
organization, one of the very 

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top requested topics that people
wanted to understand and learn 

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more about was how to think more
strategically. 

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So when I say becoming more 
strategic, the opposite of that 

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is being reactive or being 
habitual. 

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Reactive means that we're 
simply, you know, acting in 

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response to whatever is 
happening in front of us. 

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We have no plan. 
There's no bigger picture. 

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It's just this response to 
whatever is happening from a 

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very reactive place. 
No plan, no strategy, just this 

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is happening and it and that can
be very exhausting by the way, 

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because there's no sense of 
guidance, there's no sense of 

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kind of North Star. 
And so it's very easy to get 

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pulled in a lot of directions, 
especially if you work in an 

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environment where other people 
tend to bring a lot of urgency 

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to you. 
If you don't have a strategy to 

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help you organize the urgency of
other people, then it gets very 

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hard to prioritize things. 
It gets very hard to know what 

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to advocate for, what to say no 
to. 

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You're simply reacting to the 
environmental urgency, and 

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that's exhausting, not very 
sustainable, and you likely 

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won't be using your time and 
energy and attention in the most

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useful way. 
The other way that we are not 

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strategic is when we are simply 
habitual. 

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I do this because it's the way 
I've always done it. 

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Or I do this because it's the 
way my organization has always 

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done it, and I'm simply 
perpetuating the habit that 

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either I have fallen into or 
that my team or my organization 

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has fallen into. 
And nobody really knows why we 

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do it this way anymore other 
than we've always just done it 

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this way. 
It's become a habit now. 

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The reason why we want to become
strategic rather than simply 

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being reactive and habitual is 
because when we become 

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strategic, it enables us to do a
few different things. 

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Number one, it helps you to see 
the bigger picture. 

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That means that you now have a 
way to Orient yourself and to 

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sense your progress within a 
bigger scope. 

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Sometimes we make decisions that
are uncomfortable, but we know 

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that in the bigger picture, the 
strategic perspective, this is a

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smart choice. 
For example, when you're 

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onboarding somebody new and you 
are training them and helping 

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them learn how to do their job, 
the strategic approach is to 

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plan for that onboarding and 
understand that they might take 

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some time to learn the thing. 
But strategically, it's a good 

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choice because once they learn 
it, they're confident they get 

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up to speed, They will be able 
to take on so much and then your

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plate is freed up to do more of 
the higher level thinking and 

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communication work. 
When we are being reactive or 

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habitual, that's when you see 
managers who have a really hard 

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time letting go of being the 
individual contributor. 

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They will do the work because 
they know how and because it's 

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easy for them. 
They'll think, oh, it's just 

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faster if I do it. 
And meanwhile, you have this new

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person on board who is probably 
really eager to learn and they 

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want to do a good job, but they 
need someone to kind of take the

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time to help get them oriented, 
help, you know, them, to 

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overcome whatever mistakes 
they're going to make, get them 

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on track. 
It does take time, and very 

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often when people are new 
managers, it's so uncomfortable 

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because the feeling inside is it
would be faster if I did it. 

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That might be true in the short 
term, but strategically it's a 

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very limiting choice because 
then you're not taking full 

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advantage of your highest 
thinking. 

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You are not fully using and 
bringing into the team this new 

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person. 
And so you know, strategic 

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perspective versus reactive 
perspective, that's just one 

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really great example. 
When you're also becoming more 

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strategic, you'll become more 
intentional rather than 

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habitual. 
When you have that long term 

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vision of what you're doing and 
why, then you will feel less 

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discouraged and less like you're
simply treading water and not 

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making any progress. 
Because sometimes the success 

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that you measure on a strategic 
level looks different than the 

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way you measure success in a 
moment to moment level. 

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When we're thinking strategy, 
we're thinking what is it that I

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am doing and why? 
How are you thinking about what 

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is the desired outcome? 
Or you might think of it as what

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is the goal you have or what is 
the desired effect you want to 

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have. 
You're considering, what are the

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resources and assets you have 
available to move towards that 

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desired outcome. 
And you're also being very 

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mindful of what are the 
constraints and the obstacles 

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that you're working with, 
because that combination will 

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influence the decisions that you
make and why you make them. 

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When you start to understand 
this, when you start to realize 

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that that's what strategy is, 
right? 

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Strategy is just how do you 
think about your desired 

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outcome, your resources and 
assets, your constraints and 

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obstacles? 
How will those all fit together 

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when you want to get better at 
that? 

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What I like to coach and advise 
my clients on is you want to 1st

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increase your awareness and 
understanding of how are you 

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already strategic because 
believe me, you already have it.

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Have strategies in place, you 
just might not recognize them as

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such, And until you recognize 
them and start to see, oh, this 

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is the strategy I'm currently 
using. 

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Until you start to understand 
that, it'll be really hard to 

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develop and implement other 
kinds of strategies. 

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The reason I'd like to put a 
note on this as well is because 

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I I want to invite you to see 
how being strategic isn't a far 

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away thing. 
It's something that you already 

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have intrinsically. 
It's something that you've 

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already put into practice in 
your life. 

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It's something that you're 
already really good at. 

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So for example, for some folks, 
especially early in career, 

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their promotion strategy, they 
might not think of it this way, 

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but this is what is actually 
happening. 

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Their promotion strategy sounds 
something like this. 

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I will be good at my job. 
My manager will recognize that I

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am good at my job and then I 
will get promoted because the 

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belief is a little bit like how 
it is in school. 

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Where would you do a good job? 
You get a good grade, you're 

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recognized, and then you get 
promoted to the next grade. 

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We often carry past strategies 
that worked for us into new 

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situations without fully 
realizing that strategy that 

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worked before that is not going 
to work in this situation and in

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the workplace. 
That's where you can bump up 

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against that frustration of, 
hey, I'm, I'm good at my job and

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I'm getting good performance 
reviews, but why am I not 

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getting promoted? 
And you might not realize your 

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strategy needs to change. 
You need to begin to signal to 

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your manager that you're 
interested in a promotion. 

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You need to identify what are 
the skills that I will need to 

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demonstrate that show I am ready
for that promotion. 

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It's not just about being good 
at my current job, it's about 

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understanding what the next job 
requires, demonstrating I have 

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those skills signaling in 
advance that that's my goal, you

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know, talking to my manager 
ahead of time so that they're 

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already thinking of me in that 
role and what I will need to do 

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to get there. 
And we're lining up my current 

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work with my future desired 
outcome. 

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So the strategy is already in 
play. 

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We just don't always see it as 
such. 

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Let me give you another example 
from real life, not in the 

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workplace. 
When you think about going to 

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the grocery store, I bet you 
have a strategy for how you do 

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that. 
And your strategy is going to be

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influenced by a number of 
factors. 

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For example, do you make a list 
of what you need before you go 

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to the grocery store? 
Or do you simply go there and 

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just kind of wing it? 
You know, are you, are you the 

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person who's like, oh, let me 
just walk around and see what 

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looks good, which is your 
strategy? 

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You might also be a person who 
is very diligent about looking 

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at deals and discounts and 
coupons, and you might really 

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love getting the very best price
for your favorite items. 

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That might be part of your 
strategy for grocery shopping. 

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You also might be a person who 
prefers to go to 1 store and 

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just get all the things you need
from that one place. 

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Or you might be a person who 
very strategically has selected 

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multiple shops because each shop
specializes in the thing that 

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you like. 
So you might go to one place for

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fish, one place for veggies, one
place for household items. 

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You might have different shops 
that you like for different 

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things. 
Realize too, your strategy will 

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also depend on your proximity to
grocery stores. 

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So if you live in a very rural 
environment where going to the 

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store is a lot of effort, like 
it might take some time. 

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You have to plan. 
You have to drive there. 

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It's not the kind of place you 
go to at the drop of a hat. 

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It's something that requires a 
bit more strategic planning for 

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when you're going into town, 
what are all the things you'll 

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need to get when you're out 
there? 

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That might be your strategy. 
Or if you live in a city or in a

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town where you have multiple 
options for stores, they're all 

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very close by, then that will 
influence and affect your 

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strategy. 
I was seeing on social media one

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of my friends, she lives in New 
York. 

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So very high density population,
lots of little stores, lots of 

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specialty shops. 
She made a list. 

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She says. 
I go to five different shops to 

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in order to get all the 
groceries I need for my family. 

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And I love that. 
I mean, that makes so much 

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sense. 
You know, like her strategy is 

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based on where she lives and 
also what her family likes to 

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eat. 
So when you're thinking about 

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strategy and you're trying to 
understand what is the strategy 

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that I use in my own life, What 
strategies do I implement in 

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different situations? 
Do that grocery shopping 

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practice as an example and kind 
of put a strategic lens so that 

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there might be some habits that 
you do, of course. 

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And sometimes you might be 
reactive in your shopping. 

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So when you just go to the store
and you say, oh, that ice cream 

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looks really good, I'm going to 
go, I'm going to buy that, why 

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not? 
But when you step back and you 

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think about, OK, what is my 
typical grocery store strategy, 

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you might even have strategic 
choices you make based on when 

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you go to the store. 
You might say, well, I never go 

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on Sundays at noon because 
that's when it is the most 

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crowded and it is the hardest 
time to get through and get 

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everything I need. 
You might be one of those people

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who likes to go bright and early
in the morning when nobody else 

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is there, or quite late at night
when nobody else is there. 

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So you can get in, get out and 
then get home as quickly as 

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possible. 
But start noticing What are the 

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strategies that you have in 
place that help you accomplish 

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the goal of getting your 
groceries. 

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What is the desired outcome? 
What are the resources and the 

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assets that you have to work 
with That includes your money, 

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your time, you know, the the 
location, the proximity of 

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things. 
You might also ask yourself what

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are the constraints and the 
obstacles and that also might be

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money, time, location, You know 
the convenience where things are

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located, start activating, 
almost like activating this 

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muscle of beginning to think 
more strategically by first 

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noticing what are the strategies
you already have in place. 

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Another way to think of it is 
you can ask yourself why am I 

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doing this? 
Why am I doing this in this way?

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Some folks have very meticulous 
strategies for when they travel,

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either when they pack their 
bags, like what's their strategy

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for packing their bags. 
Some folks have it around when 

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they leave for the airport, and 
when they get to the airport. 

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Some folks like to get there 
with very little time to spare. 

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Other folks like me, I'm very 
comfortable getting to the 

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airport quite early because my 
strategy is to be relaxed and as

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calm as possible. 
And I always bring a book so I 

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don't mind waiting. 
I can always read. 

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It's going to be fine. 
But you know, we have different 

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strategies. 
And the interesting thing is 

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that a strategy is not 
necessarily correct or 

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incorrect. 
You can have different 

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strategies and they're not 
necessarily one is right and one

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is wrong. 
This is what gets really 

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interesting when you are rising 
in your career. 

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You might have a feeling of 
conflict with people that you 

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work with. 
And when you sort of pull back 

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your perspective, it really is 
about a difference in 

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perspective of what will be the 
most effective strategy here. 

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Every strategy will have 
different priorities and 

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different choices around those 
resources and constraints. 

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And sometimes people see and 
believe different strategic 

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approaches are more favorable or
more beneficial. 

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And so if you find yourself in a
kind of conflict conversation, 

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get really curious about wait 
like what is the bigger strategy

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in play here? 
Is that the thing that we're 

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actually feeling friction about?
Are we making different 

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strategic choices because the 
way that we see that big picture

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is a little bit different or the
way that we prioritize these 

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different resources and assets 
or the constraints and 

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obstacles, are those landing in 
a different way? 

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Maybe that's the part we need to
talk about. 

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So that is what I wanted to 
leave you with. 

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As you go into the week, start 
to get really curious about your

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own strategic thinking. 
Why do you do things the way 

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that you do them? 
What are your underlying kind of

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expectations about how the big 
picture works? 

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Do you have strategies that have
worked in the past that you 

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might need to upgrade or change 
or let go of because the present

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00:19:34,000 --> 00:19:38,560
situation is actually different 
enough that the past strategy 

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00:19:38,560 --> 00:19:42,520
that was successful will no 
longer help you in this 

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00:19:42,520 --> 00:19:46,320
situation and begin to notice 
for yourself? 

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How do you make decisions when 
you're going towards some 

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00:19:49,840 --> 00:19:53,320
desired effect or outcome? 
How do you make decisions about 

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00:19:53,320 --> 00:19:57,880
your resources and assets, The 
constraints and obstacles start 

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00:19:57,880 --> 00:20:01,520
to realize that you're already 
good at this, and then that 

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00:20:01,520 --> 00:20:05,600
gives you a good position from 
which to become more intentional

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about choosing deliberate 
strategies for accomplishing 

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things at work. 
So if you want to learn about 

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coaching then go to my website 
kimnickel.com and schedule some 

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00:20:19,040 --> 00:20:22,080
time with me or go into the show
notes and you'll find a link 

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00:20:22,080 --> 00:20:24,240
also to schedule time for us to 
talk. 

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00:20:24,640 --> 00:20:27,440
And and get you the help that 
you can have. 

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00:20:27,440 --> 00:20:30,080
You don't have to wait. 
Thank you so much for listening.

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Have a great week and I will 
talk to you next time. 

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When you're more effective at 
work, you're happier in your 

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life. 
And when you're happier in your 

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00:20:42,240 --> 00:20:44,320
life, you're more effective at 
work. 

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I can help. 
Go to my website kimnickel.com 

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00:20:48,640 --> 00:20:50,800
and sign up for a coaching 
consult. 

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00:20:51,280 --> 00:20:52,600
It can get better.