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Welcome to the new manager 
podcast. 

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I'm your host, Kim nickel. 
Hi and welcome sometimes. 

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I feel like there is it's just I
have so much that I want to 

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share with you and it's so hard 
for me to organize my thoughts 

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and get my ideas out of my mouth
in one in one stream. 

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But I do it for you because it 
matters so much that you care 

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about being good at managing 
people. 

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It matters so much that you're 
being thoughtful and reflective 

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and curious about what does it 
mean to be a great manager? 

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How do I do this? 
Well, it matters more than you 

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ever know because every action 
we take every conversation. 

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We're a part of everything that 
we do ripples out. 

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Facts. 
Beyond what you we can ever see.

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So, thank you for being here and
I want to give a special 

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shout-out to one of my 
listeners, Maxwell who had 

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shared a note with me on 
LinkedIn, he found me and wrote 

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to me and said I'm a new manager
starting tomorrow, really 

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enjoyed your podcast. 
Thanks for helping me, get my 

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head in the right place. 
And yeah I have to see that 

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feels so good. 
It is so nice to know that this 

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is being helpful and I also want
to offer that I teach a class at

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General Assembly once or twice a
month and you can come and meet 

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with other people who are asking
these questions and share what 

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you're noticing, share? 
What your challenges are. 

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And also share what has worked 
for you, and what you've 

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observed and It is unbelievably 
valuable to have a space where 

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you can be in conversation with 
people who are not in your 

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industry, not even in your 
company who are working in 

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different sized organizations 
because some of the things are 

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going to be exactly the same. 
Because humans we tend to have 

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the same kinds of challenges but
what's great is because 

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everyone's coming at this from a
different perspective, a 

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different Background a different
industry, a different company 

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culture, the way that you 
perceive. 

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And the way that you understand 
and experience things will be a 

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little bit different. 
And so the opportunity to learn 

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is incredible because you're not
trying to solve in the vacuum of

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your own mind or within the 
small, you know, group of people

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that you already know you tap 
into a really expansive. 

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Of collective perspective, if 
you will. 

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And that's one of the things I 
like a lot about teaching, this 

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class, that's available to the 
public, is that everyone really 

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can come from wherever they are 
in the world, and from whatever 

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kind of organization they are 
in, and just to remind you, you 

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don't have to be an actual 
people manager to come and to 

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contribute and to To gain 
something valuable from it, 

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honestly, I truly believe that 
anyone who works with humans, 

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you have to start developing 
some skills around how to manage

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people, because it's all comes 
down to your communication, your

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self-awareness, the way you 
build relationships, okay? 

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So go to my website or go to 
General Assembly.com and look up

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my classes and come. 
And we'll talk about this all 

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live now. 
You today's episode, I want to 

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talk about your Value Story and 
I want to talk about this as an 

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idea that has both an expansive 
element and a very granular, 

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very narrow, small element and 
also a measurable aspect and an 

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immeasurable aspect. 
So let's start with the 

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Expansive, what I mean by that 
is as you think about, what is 

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the value that you bring how you
know, you're doing a good job. 

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What, you know what the value is
of your work? 

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As a new manager, we tend to 
begin by thinking and relatively

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narrow terms and sometimes those
are driven by the organization 

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where a part of so you might 
have kpis like key performance. 

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Yours. 
And you might have specific 

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numeric goals related to 
billable hours or like the 

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amount of time spent resolving 
customer service issues, or with

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respect to deal flow or sales 
numbers or story points. 

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Or there are different kinds of 
things that you and your manager

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probably set an agreement around
at the beginning of the year and

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it's what you'll be evaluated 
against and this measurable and 

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sort of defined value metric. 
I want to invite you to think 

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more expansively to think beyond
that. 

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And one of the reasons why is as
you're growing, there are going 

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to be things that you learn to 
do and abilities that you 

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develop that 100%, add a lot of 
value. 

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But they might not be on the 
list of things that are 

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Officially considered valuable. 
So for example, your ability to 

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deescalate friction between 
people on your team that is 

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really valuable. 
It might not end up, you know, 

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on the list of performance 
indicators. 

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But is it valuable? 
Yeah, completely your ability to

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prioritize. 
That is super valuable. 

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Will it be measured against some
kind of quarterly? 

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Number probably not your ability
to develop highly functional 

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teams or your ability to create 
trust with new clients. 

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All of these things are really 
valuable but they might not be 

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obvious because they are, 
they're sort of less measurable,

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they're a little bit more 
ephemeral. 

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I see And we'll think of these 
as invisible because you can't 

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see them. 
But you really know when there's

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an absence of them. 
Like, it's hard to measure trust

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for example, but you know, when 
it's not there because things 

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just don't work as well, and 
there's friction and fighting, 

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and confusion. 
We all know what that's like. 

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So think expansively number one,
as you think about? 

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What is the value that? 
I'm bringing? 

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Yeah, especially this year. 
So I'm recording this at the end

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of November as we wrap the end 
of Here you might be moving into

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end of your performance reviews.
Now I feel 100% certain that 

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when you set your year goals at 
the beginning of 2020, it was 

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without anticipating all of the 
different challenges and changes

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and unpredictable miss that this
year had. 

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So as you begin to reflect on 
what have been your strengths, 

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what is the value that you've 
brought? 

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I Want you to expand your 
perspective and really start to 

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capture and identify a name. 
Some of those immeasurable 

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things, some of those, you know,
not on the set list of what is 

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recognized value. 
But to think really expansively,

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how have you brought value to 
your team to your organization? 

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So that's one that's expansive. 
And then granular is to think in

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specific examples and stories 
about what that is. 

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So if you say, well, I brought a
lot of empathy this year to my 

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workplace, then I want you to 
get granular and think 

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specifically. 
How did you do that? 

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What did that look like you 
bringing more empathy? 

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What did that look like? 
Because you want to practice 

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articulating and telling the 
story of that. 

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So that when you then have your 
conversation with your manager, 

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this is a little bit, you know, 
around managing up. 

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But when you are in your 
conversation with your manager 

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and you're talking about what 
you have accomplished where your

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goals are, what has you know, 
what has been the value that you

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brought this year? 
I want you to have some specific

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examples of these expansive 
qualities. 

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So that your values Story, 
number one is something that you

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really own and are writing and 
creating you're not limited or 

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confined by The value story 
that's sort of just, you know, 

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like in the line item has 
completed these tasks has, you 

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know, build all of these hours. 
So that's expansive and 

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granular. 
Let me give you an example of 

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that. 
I have worked with quite a 

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number of lawyers. 
I used to be a lawyer and in 

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law, there is the billable hour 
that is the unit of measurement 

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that really shapes so much of 
what lawyers do, it's all about.

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How many billable hours do you 
have you track your time, very 

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precisely every day and you have
Certain goals or certain 

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expectations or your bonus at 
the end of the year. 

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Will depend upon how many hours 
you build or how many extra 

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hours you build? 
And because of that, there tends

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to be this hyper focus on 
billable hours as the most 

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significant Value Story, the 
most significant value add The 

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problem that can arise if you 
only value like if your value 

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story as a lawyer is limited to 
the number of your billable 

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hours. 
Number one, it becomes 

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exhausting because truly there 
are only so many billable hours 

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that you can ever do just like 
humanly possible. 

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So you kind of get this upper 
limit problem where you can 

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really only get so many it 
becomes quite exhausting. 

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It neglects all these other 
things, like your ability to 

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deescalate conflict with a 
client, like, your ability to 

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build trust with a client. 
Like your ability to help 

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support and on Burr on Bird on 
board and and create greater 

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efficiency with newer Associates
like your ability to Really 

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highly functioning work 
relationships with other 

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partners or other attorneys 
within your firm so that you can

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collaborate really well. 
And it's the difference between 

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kind of building. 
This reputation, like reputation

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is often built around the value 
story and you become a little 

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bit and closed. 
If you build a value story, that

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is I am such a strong Workhorse.
I will just build flowers all 

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day until like until I'm dead, 
right? 

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It's an extreme example. 
But like that's not a really 

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awesome value story and it also 
ends up really limiting you. 

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Because if that's the only 
thing, you're known to be good 

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at then that only goes so far, 
but if you start to build this 

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Value Story of, yeah, I'm a 
really hard worker, but I also 

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am really great at Business 
Development. 

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Everybody loves working with me.
Because I help support people. 

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I'm super collaborative, I 
maintain fantastic client 

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relationships and so clients 
love working with me. 

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They love working with this firm
and because I've developed, 

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really great client 
relationships, I know how to 

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manage our time. 
Well, so if a client says, hey, 

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we need this, I'll say crate, do
you need this immediately? 

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Or is it okay if if I wait, you 
know, 48 hours and they say, oh 

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yeah, 48 hours is fine. 
I'm so now all of a sudden 

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you're being less reactive 
because you're being less grass.

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Be about getting all of the 
hours and you're creating a 

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more. 
I want to see like a diversified

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value story so that your value 
is recognized not a long one 

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single metric but is actually 
more expansive now with those 

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immeasurable things like having 
a great relationship having the 

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ability to collaborate with With
others, having the ability to 

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prioritize or delegate or push 
back in a way that actually 

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builds trust and makes life 
easier for everybody. 

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That is an art, by the way, but 
it's definitely worth practicing

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doing it. 
Otherwise, we become so bound to

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all of the demands around us and
that becomes exhausting and 

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soul-sucking. 
It would just, it's not 

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sustainable. 
So so, Whatever this looks like 

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for you. 
So, there are the measurable 

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things, that would be like the 
billable hours. 

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And then we have the 
immeasurable things and we know 

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that the immeasurables do end up
like relate like they relate to 

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that, which is measurable, but 
it's just a little bit, you 

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know, sort of difficult to like 
pinned down like in the same 

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way. 
So for my software developers in

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the same way that technical 
debt, I hope I'm saying that 

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right Tech, debt technical debt 
when we don't clean that up, it 

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accrues and it ends up, slowing 
everything down. 

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And so it's not fun to go back 
and fix things. 

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It's not fun too. 
Then the time to unravel and 

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improve process efficiencies and
it is so valuable being a person

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who can do that effectively and 
efficiently even though maybe 

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it's not creating new features 
or new whatever's. 

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That's not my language. 
Even though you're not 

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necessarily creating something 
new that you can sell because 

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you're not building out a new 
Thing by going back and cleaning

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that up, you are ensuring that 
as you build and grow things 

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won't break, you are making sure
that things will continue to 

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work and to be alive and it's 
important to identify it, both 

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for yourself and now. 
Okay? 

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So let me pause for a second. 
I want to make sure that we're 

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still we're still like Together 
on this. 

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So we have the value story. 
This is the story of what it is 

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that you bring that contributes 
in a really positive way to the 

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health of your organization and 
to the well-being of your people

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and your team, I really believe 
that companies do well when 

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people do well, because the 
company is a collection of 

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people. 
So we have thinking expansively,

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so beyond what the kpi's are 
beyond the specific metrics. 

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Thank you. 
Expansively what is the value? 

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You bring a lot of times. 
Those are going to be the 

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immeasurable things, like trust 
like, quality relationships like

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Clarity versus confusion, and 
then we have getting granular. 

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So get specific about how you do
that. 

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This becomes really valuable now
that we're moving towards the 

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end of the year, but also I want
you to think about it in terms 

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of, I mean, really, you can 
start to bring this Value Story 

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to your manager during your 
one-on-ones throughout the year.

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So you want to begin to let your
manager know and understand what

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it is that you're doing. 
That is creating this positive 

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contribution. 
Especially When it is expansive 

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and immeasurable, when you are 
doing things that create that 

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create trust, where you're 
bringing empathy, where you are 

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helping to reduce conflict, or 
to bring Clarity or to give 

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direction. 
When you're doing those things, 

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you want to be able to make that
visible. 

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Because your manager might not 
know. 

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Especially now everyone is so 
work from home. 

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It can be harder to have 
visibility on what everybody is 

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doing and you can bring that 
story to your manager by saying.

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Yeah, I feel really great about 
this one conversation. 

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I had this week and it seemed 
like it really helped this 

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person feel more clear about 
what they're doing or they were 

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confused and working on this 
thing and I set a priority and 

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had them work on this instead. 
Begin to think in those terms 

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and begin to include that in 
some of your communication so 

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that it becomes available to 
them. 

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Like available in mind when 
they're thinking about 

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evaluating you, when they're 
thinking about performance 

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reviews, when they're thinking 
about, what is your next step? 

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Or what is your future going to 
be? 

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We always want to be aware of no
number one. 

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What it is that we're being 
measured against and number two 

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how is it that we hold our own 
sense of the value that we bring

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and how we are growing. 
And what it is that we want to 

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do with ourselves with our 
careers with the People that we 

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work with and it really is up to
you to bring that Value Story 

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and to shape it because others 
might not recognize it 

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obviously, especially with the 
like invisible and measurables 

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those are the ones that we can 
sort of take for granted unless 

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they're absent. 
And when it's absent, then we 

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have something to really 
complain about. 

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And if you're a human, you 
probably know How seductive it 

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is to complain about people not 
productive but very seductive, 

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we all do it. 
Let's be honest. 

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But now instead we want to focus
on drawing attention to 

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recreating reshaping expanding 
your value story, as we move to 

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the end of the year. 
I would encourage you to, like, 

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take time to reflect make a 
list. 

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So that when you are going into 
your end of your conversations 

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with your manager, you are 
really helping to shape that 

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conversation and let them know 
these are all the things this 

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year. 
That I really did. 

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Well, maybe it's a strength or a
skill. 

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You didn't fully realize you had
until You had to use it and then

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you realized. 
Wow, I actually I'm really great

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at helping people stay focused 
even when everyone is frustrated

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or tired, whatever that is for 
you. 

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So make that list and with your 
team, if you are a direct 

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manager, this is a great 
conversation to also introduce 

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to your team members. 
So yes, begin to notice. 

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And of course, you have whatever
it is that they're being 

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measured against like The 
measurable and sort of specific 

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in place metrics, but also begin
to notice and maybe even ask 

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them to start thinking, more 
expansively about what else that

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they bring, what else? 
What other strengths do they 

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have. 
And maybe I mean, I'm sure that 

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I'm not the only one who 
realized this year that there 

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are strengths that I didn't 
realize are really valuable. 

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Like the ability to stay present
to be, flexible to be resilient 

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the ability to check in and 
connect with people. 

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Because when I do that, good 
things happen, people feel cared

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for they show up, like, whatever
that is for you. 

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But take the time to do that. 
Otherwise it won't get done. 

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And they'll be all of this, 
like, treasure through your own 

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life and experience that you've 
missed. 

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So those are my thoughts for 
today. 

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I hope they have been Helpful to
you. 

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And, you know, it's only one 
small thing that makes a really 

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big difference. 
I should say this more often 

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because I keep remembering it 
after the fact, but it's also a 

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great message to share with you 
right now. 

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One small thing can make a 
really big difference. 

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One small idea. 
One small question. 

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One small, pause. 
Can create a bigger. 

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Change and more positive 
contribution than you realize. 

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So thank you so much for being 
part of our community. 

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And for listening today, I hope 
this serves you well, and that 

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you get to use it in some 
wonderful ways in your work life

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and your team. 
And, as always, you can find me 

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on LinkedIn. 
You can join one of my upcoming 

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classes at General Assembly or 
reach out and find out how I can

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00:22:56,700 --> 00:22:59,300
work with you one-on-one and 
help you to be a better. 

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Manager. 
Do you want personal 

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00:23:05,600 --> 00:23:08,400
confidential help with your 
situation at work? 

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00:23:08,600 --> 00:23:12,700
I offer one-on-one coaching and 
can help you overcome challenges

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00:23:12,900 --> 00:23:17,300
reach your goals and become a 
more effective leader to 

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00:23:17,300 --> 00:23:21,700
schedule a consult. 
Go to my website, Kim nickel.com

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00:23:22,400 --> 00:23:26,200
coaching and we'll schedule time
to talk about what's going on 

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00:23:26,200 --> 00:23:29,200
with you and how I can help talk
to you soon.