1 00:00:04,800 --> 00:00:07,600 Welcome to the new manager podcast. 2 00:00:07,700 --> 00:00:16,600 I'm your host, Kim nickel. Hello and welcome. 3 00:00:16,700 --> 00:00:20,300 I'm glad you're here, and I hope you're doing well today, I 4 00:00:20,300 --> 00:00:24,000 wanted to start with a celebration of my client, Aaron. 5 00:00:24,500 --> 00:00:30,600 We have been working together this year, and when we started 6 00:00:30,600 --> 00:00:33,000 one of the main things, she wanted help with was 7 00:00:33,000 --> 00:00:35,800 overwhelmed. She had a lot happening, both in 8 00:00:35,800 --> 00:00:39,700 her family, and in her work life, and she initially came to 9 00:00:39,700 --> 00:00:44,000 me, wanting help. Up with time management and 10 00:00:44,000 --> 00:00:48,600 prioritizing things and just dealing with the overwhelm of 11 00:00:48,600 --> 00:00:53,400 life and work and being a human. And what's so lovely is that in 12 00:00:53,400 --> 00:00:58,500 our most recent call, because we were reflecting on the work that 13 00:00:58,500 --> 00:01:01,600 we've been doing over the course of the last several months. 14 00:01:02,000 --> 00:01:06,600 She said, Kim, you know, I am not overwhelmed anymore. 15 00:01:07,500 --> 00:01:12,700 Something has shifted. I'm a different person and what 16 00:01:12,700 --> 00:01:17,500 came up as she was observing and sharing this with me, is that 17 00:01:17,500 --> 00:01:20,200 she actually didn't need help with time management. 18 00:01:20,400 --> 00:01:25,900 She really needed help with mind management and thinking about 19 00:01:25,900 --> 00:01:31,600 relationships and what was most important and some of the 20 00:01:31,600 --> 00:01:34,800 different assumptions that she had about herself and her 21 00:01:34,800 --> 00:01:36,900 projects and how things needed to be. 22 00:01:37,200 --> 00:01:41,200 And so, by managing her mind, which is what we do in coaching 23 00:01:41,900 --> 00:01:45,900 and by helping her, to manage her energy. 24 00:01:46,400 --> 00:01:51,500 The result is the overwhelmed dissipates, and she said, I'm 25 00:01:51,500 --> 00:01:55,700 still able to get a lot done, but it feels easier. 26 00:01:55,700 --> 00:02:01,000 It doesn't feel so heavy, and it doesn't feel like I have to, 27 00:02:01,300 --> 00:02:06,500 like, force things to happen. It feels like things are just 28 00:02:06,500 --> 00:02:08,699 flowing. A lot more easily. 29 00:02:09,000 --> 00:02:11,700 And, you know, she was telling me about being able to be 30 00:02:11,700 --> 00:02:14,400 responsive to different challenges, and different 31 00:02:14,400 --> 00:02:17,700 people, rather than feeling like she needed to have all the 32 00:02:17,700 --> 00:02:21,200 answers or kind of control things, when things seemed 33 00:02:21,200 --> 00:02:24,000 uncertain. And so, I was just really 34 00:02:24,000 --> 00:02:30,800 appreciating her and the sharing that she had to let to give to 35 00:02:30,800 --> 00:02:33,900 me. And I wanted to pass that along 36 00:02:33,900 --> 00:02:37,800 to you because I think it also highlighted Did that. 37 00:02:37,800 --> 00:02:41,500 We sometimes think if we're overwhelmed or for anxious, or 38 00:02:41,700 --> 00:02:45,000 if we're feeling like there's just a lot going on, we 39 00:02:45,000 --> 00:02:47,800 sometimes think it's a time management issue. 40 00:02:48,100 --> 00:02:51,100 When really, it's a mind management and an energy 41 00:02:51,100 --> 00:02:56,300 management issue, what are we putting our attention and energy 42 00:02:56,300 --> 00:03:01,300 into what is draining our energy and especially how are we 43 00:03:01,300 --> 00:03:06,900 thinking about this situation? What is our perspective? 44 00:03:06,900 --> 00:03:11,000 What is the story were telling about ourselves about other 45 00:03:11,000 --> 00:03:14,900 people. All of that will inform the 46 00:03:14,900 --> 00:03:18,800 decisions that you make about your time and the way that you 47 00:03:18,800 --> 00:03:21,800 get things done. So that is where we wanted to 48 00:03:21,800 --> 00:03:25,500 start today. Now, my main topic that I wanted 49 00:03:25,500 --> 00:03:30,200 to dive into you with today is the topic of managing High 50 00:03:30,200 --> 00:03:35,000 performers This is come up in a few of my conversations with 51 00:03:35,000 --> 00:03:36,800 clients over the last month or so. 52 00:03:37,200 --> 00:03:41,600 And the question of when you are managing people and you have 53 00:03:41,600 --> 00:03:46,300 someone on your team, who's a really high performer, sometimes 54 00:03:46,700 --> 00:03:50,500 that can be difficult. Oddly enough to know how do I 55 00:03:50,500 --> 00:03:53,500 manage them appropriately or correctly? 56 00:03:53,500 --> 00:03:56,900 Or am I doing a good job? This person seems to be doing 57 00:03:56,900 --> 00:03:59,900 great. Is that okay if I don't know 58 00:03:59,900 --> 00:04:04,500 what to do with them? Or a feeling of this person on 59 00:04:04,500 --> 00:04:10,500 my team is doing such a good job and it makes me doubt myself. 60 00:04:10,900 --> 00:04:15,400 Who am I to be managing? This person who is so good at 61 00:04:15,400 --> 00:04:20,000 what they do and I don't know what my role is. 62 00:04:20,300 --> 00:04:26,300 So I thought it would be a good idea to take some time today to 63 00:04:26,300 --> 00:04:31,100 talk about what is it like when you are managing a top 64 00:04:31,100 --> 00:04:34,300 performer? A high-performing person on your 65 00:04:34,300 --> 00:04:36,800 team. So here are a couple of things 66 00:04:36,800 --> 00:04:41,300 to start with. There are three things that I 67 00:04:41,300 --> 00:04:44,200 think of, as kind of pitfalls that you want to be aware that 68 00:04:44,200 --> 00:04:47,700 you don't fall into. So, one is, when you have a 69 00:04:47,700 --> 00:04:53,200 really strong performing person, you might simply neglect them. 70 00:04:53,400 --> 00:04:56,900 One of the things you might think is, oh, they'll be fine. 71 00:04:57,100 --> 00:05:00,200 They don't need me. They're so good at what they do. 72 00:05:00,200 --> 00:05:04,900 They are doing great. And that can lead you to neglect 73 00:05:04,900 --> 00:05:10,000 them to overlook them and to not have conversations about what 74 00:05:10,000 --> 00:05:15,000 they need, how they're doing, and helping them to think beyond 75 00:05:15,000 --> 00:05:19,400 the current moment and engage them in a conversation about 76 00:05:19,400 --> 00:05:26,500 what their desire or Vision or growth path is so be mindful 77 00:05:26,500 --> 00:05:30,700 that you're not overlooking or neglecting them because they're 78 00:05:30,700 --> 00:05:34,300 doing a good job. Instead you want to think how do 79 00:05:34,300 --> 00:05:39,800 I stay connected? I want to think of my role as 80 00:05:39,800 --> 00:05:45,500 their manager, not as the person who is, you know, who is, who is 81 00:05:45,500 --> 00:05:49,000 better than them at the thing they do or as in my role, as a 82 00:05:49,000 --> 00:05:53,600 manager as the person who helps them to get better at the thing 83 00:05:53,600 --> 00:05:56,800 that they're not good at and if they're good at everything, then 84 00:05:56,800 --> 00:06:01,200 I have nothing to do instead. Think of it as, oh, my role is 85 00:06:01,200 --> 00:06:03,200 to stay. Connected to this person on my 86 00:06:03,200 --> 00:06:10,100 team and to help them grow. And to have a sense of what it 87 00:06:10,100 --> 00:06:14,300 is that they want. Maybe they're in a place where 88 00:06:14,300 --> 00:06:17,800 they're actually very content, they love what they're doing or 89 00:06:17,800 --> 00:06:21,000 they might be in a place where they're feeling a little bit 90 00:06:21,200 --> 00:06:25,600 impatient or a little sense of restlessness. 91 00:06:25,900 --> 00:06:31,600 You want to have a sense of how they're doing, because that will 92 00:06:31,800 --> 00:06:35,600 Be very helpful to you in your role as the manager and as the 93 00:06:35,600 --> 00:06:38,700 the person who has a sense of the entire team. 94 00:06:39,000 --> 00:06:43,000 The other thing to watch out for is your self-doubt or 95 00:06:43,000 --> 00:06:46,500 insecurity, might flare up, you might go into a little 96 00:06:46,500 --> 00:06:50,400 comparison, you might think. Gosh, they know so much more 97 00:06:50,400 --> 00:06:52,400 than me. They're so good at what they do. 98 00:06:52,900 --> 00:06:54,900 I don't know why I'm their manager. 99 00:06:55,100 --> 00:06:57,200 They should probably be managing me. 100 00:06:57,900 --> 00:07:01,100 I actually have had a client tell me that before that they 101 00:07:01,100 --> 00:07:04,200 had someone on their team who was so solid. 102 00:07:04,400 --> 00:07:09,200 She felt uncertain of what her role was as a manager. 103 00:07:10,000 --> 00:07:15,800 So remember the manager's job is not to be the person who knows 104 00:07:15,800 --> 00:07:20,000 the most right? It's not to be the best at the 105 00:07:20,000 --> 00:07:21,700 thing. Really. 106 00:07:21,700 --> 00:07:25,200 When you're in this role of being a manager, think of it 107 00:07:25,200 --> 00:07:31,000 like this, your role is to make decisions that lead to the 108 00:07:31,008 --> 00:07:35,800 desired. outcomes that you have for the team or, you know, to 109 00:07:35,800 --> 00:07:40,500 make decisions that help support the growth and well-being of the 110 00:07:40,500 --> 00:07:43,400 people, the team, the organization, the mission, 111 00:07:43,400 --> 00:07:49,700 ideally all these things roll up and align together so it's okay 112 00:07:49,700 --> 00:07:55,700 if people on your team have more experience if they have more 113 00:07:55,700 --> 00:08:01,500 education, if they have more expertise in the area all of 114 00:08:01,600 --> 00:08:07,500 That is fine because your role is to be someone who can make 115 00:08:07,500 --> 00:08:13,000 decisions to support the achievement of desired outcomes 116 00:08:13,300 --> 00:08:16,700 and sometimes too because of your position, you will have 117 00:08:16,700 --> 00:08:19,100 access to other kinds of information. 118 00:08:19,100 --> 00:08:23,300 In the organization that will inform the decisions that get 119 00:08:23,300 --> 00:08:28,100 made around the work. Your team is doing around how 120 00:08:28,100 --> 00:08:31,600 you direct their time and attention. 121 00:08:31,700 --> 00:08:35,799 And energy. And so it's it's a different job 122 00:08:35,799 --> 00:08:38,200 than having the job of doing the thing. 123 00:08:38,400 --> 00:08:43,299 So be really mindful if you feel your self-doubt flare up, or if 124 00:08:43,308 --> 00:08:48,400 you start to feel insecure, just beyond to yourself and remind 125 00:08:48,400 --> 00:08:51,100 yourself. Hey, like your job is not to be 126 00:08:51,100 --> 00:08:55,100 best at everything. That is not what the job of 127 00:08:55,100 --> 00:08:58,600 managing people is so much of the job of managing people is 128 00:08:58,600 --> 00:09:01,500 around decision-making. It's around. 129 00:09:01,600 --> 00:09:06,500 Friendship building. It's around being the person who 130 00:09:06,500 --> 00:09:11,500 can help create the focus through prioritization or 131 00:09:11,500 --> 00:09:15,300 through communicating or through, you know, shielding 132 00:09:15,300 --> 00:09:18,200 your team. It's so much of this other 133 00:09:18,200 --> 00:09:22,700 relational skill set. That's your role. 134 00:09:22,700 --> 00:09:25,300 That's the job. The other thing to watch out 135 00:09:25,300 --> 00:09:30,900 for, as a manager is over Reliance and not wanting them to 136 00:09:30,900 --> 00:09:33,900 leave. And that kind of sounds like 137 00:09:34,200 --> 00:09:37,100 this person can't go like, please don't go. 138 00:09:37,400 --> 00:09:41,400 We rely so much because this person is a top performer and if 139 00:09:41,400 --> 00:09:44,500 you have a really unbalanced team, or if you have a team 140 00:09:44,500 --> 00:09:49,400 where someone is really strong at what they do, and others are 141 00:09:49,700 --> 00:09:53,500 not either, because they just don't perform at the same level 142 00:09:53,700 --> 00:09:57,300 or they might be newer, to the role or to the company. 143 00:09:57,300 --> 00:10:00,400 And so they're still learning how it all works. 144 00:10:00,700 --> 00:10:06,700 Or if One on your team has gone through a significant life event 145 00:10:06,700 --> 00:10:09,900 that is pulling their attention and energy away. 146 00:10:09,900 --> 00:10:16,200 So for example, if they are Caregivers for elderly parents 147 00:10:16,200 --> 00:10:19,900 and there's been some kind of challenge with that. 148 00:10:19,900 --> 00:10:24,800 If they have kids like new parents, are not getting a lot 149 00:10:24,800 --> 00:10:28,900 of sleep and so they're going to feel like you're going to need 150 00:10:28,908 --> 00:10:33,500 to offer a little more grace to Them the space to adapt to? 151 00:10:33,500 --> 00:10:37,200 What does it mean to perform at a high level when you're not 152 00:10:37,200 --> 00:10:40,000 getting so much sleep at night? Like, it's going to look 153 00:10:40,000 --> 00:10:42,600 different. It's going to change or there 154 00:10:42,600 --> 00:10:46,900 might be something else going on in the life of this person, that 155 00:10:46,900 --> 00:10:50,600 influences the way that they're showing up. 156 00:10:51,200 --> 00:10:55,600 So, when you have a person who's performing really well and 157 00:10:55,600 --> 00:11:00,400 you're noticing for yourself like, oh gosh, you can't go just 158 00:11:00,400 --> 00:11:05,100 be aware. R, if you are over relying on 159 00:11:05,100 --> 00:11:11,800 that person to make up for some other, you know, challenges or 160 00:11:11,800 --> 00:11:18,500 unevenness on the team because you don't want to put so much of 161 00:11:18,500 --> 00:11:25,600 a burden on one person. And also, you don't want to kind 162 00:11:25,600 --> 00:11:30,400 of get in the way of this person growing and continuing to feel 163 00:11:30,400 --> 00:11:34,700 supported, And who they are and what their career trajectory is. 164 00:11:34,800 --> 00:11:39,600 So, for example, I had a client who gosh, this was years ago and 165 00:11:39,600 --> 00:11:44,300 she came to me, worried and confused because she said, I 166 00:11:44,300 --> 00:11:46,400 have been performing at a really high level. 167 00:11:46,700 --> 00:11:49,200 I have really great performance reviews. 168 00:11:49,200 --> 00:11:53,300 My manager says, I'm doing really great work and I'm not 169 00:11:53,300 --> 00:11:56,600 getting to getting promoted and I don't know why, I don't know 170 00:11:56,600 --> 00:11:59,900 what else I need to be doing in order to prove that I'm ready 171 00:11:59,900 --> 00:12:03,900 for this promotion. and one of the things that we talked about 172 00:12:03,900 --> 00:12:08,900 was the possibility that her manager would rather keep her 173 00:12:09,500 --> 00:12:16,300 because it would require the work of finding someone new to 174 00:12:16,300 --> 00:12:22,700 come in and do her job and that always takes time and energy and 175 00:12:22,700 --> 00:12:27,100 then like training somebody up, was it possible that her manager 176 00:12:27,100 --> 00:12:33,000 was reluctant to let her go because Would turn into more 177 00:12:33,000 --> 00:12:37,400 work for that manager. And if that manager was not 178 00:12:37,400 --> 00:12:42,200 comfortable or not familiar with hiring like how to do that if 179 00:12:42,200 --> 00:12:46,900 they were really busy with other things, they might simply not 180 00:12:46,900 --> 00:12:52,300 have given the thought or the attention to, if I'm letting go 181 00:12:52,300 --> 00:12:55,300 of this really top performer, then that means that I'll have 182 00:12:55,300 --> 00:12:59,600 to take on the work of filling that role and getting somebody 183 00:12:59,600 --> 00:13:02,800 new plugged in I think Think that's the kind of thing 184 00:13:02,800 --> 00:13:05,500 especially when you have a really good relationship with 185 00:13:05,500 --> 00:13:09,100 your team. It can be easy to overlook that 186 00:13:09,300 --> 00:13:13,600 because it seems like but we get along so well, everything's 187 00:13:13,600 --> 00:13:16,800 going great. Why would they want to leave? 188 00:13:17,000 --> 00:13:20,800 Sometimes people have ambition that goes beyond where they 189 00:13:20,800 --> 00:13:23,500 currently are? So you just want to be again 190 00:13:23,500 --> 00:13:26,800 onto yourself especially if you're feeling really busy like 191 00:13:26,800 --> 00:13:32,000 you have no time to hire and bring somebody new on you I want 192 00:13:32,000 --> 00:13:36,200 to notice if that is what is happening and that's the way 193 00:13:36,200 --> 00:13:38,000 that you're managing this person. 194 00:13:38,500 --> 00:13:41,800 If you're managing with the intention of keeping them, 195 00:13:42,500 --> 00:13:46,700 rather, than having conversations around where their 196 00:13:46,700 --> 00:13:50,500 growth is what's next for them, how that fits within the 197 00:13:50,500 --> 00:13:55,700 organization, what you see, as possible or what their next 198 00:13:55,800 --> 00:14:00,100 strengths or next step is in terms of growing as, you know, 199 00:14:00,100 --> 00:14:02,500 in their own leadership and in, Their own skills. 200 00:14:03,200 --> 00:14:06,300 So, as the manager, those are three things to watch for 201 00:14:06,500 --> 00:14:11,100 neglect, your own self-doubt or insecurity, flaring up, and 202 00:14:11,900 --> 00:14:19,200 maybe an unconscious Reliance on this person and a reluctance, to 203 00:14:19,200 --> 00:14:23,100 let them go. Now, in terms of having a very 204 00:14:23,100 --> 00:14:28,500 top performer, there are two specific behaviors that I wanted 205 00:14:28,500 --> 00:14:32,100 to mention, to keep an eye out for because We'll have to 206 00:14:32,100 --> 00:14:34,800 address them. One is this might be a person 207 00:14:34,800 --> 00:14:38,900 who becomes very frustrated and impatient and they might come to 208 00:14:38,900 --> 00:14:41,300 you saying, when am I getting promoted? 209 00:14:41,900 --> 00:14:44,400 I've been doing great. I've gotten all of these 210 00:14:44,400 --> 00:14:47,100 performance reviews that really high rankings. 211 00:14:47,300 --> 00:14:49,900 When am I getting promoted? So you'll want to have a 212 00:14:49,900 --> 00:14:56,200 conversation that is clear act like clarifying how promotions 213 00:14:56,200 --> 00:14:59,900 happen and you that like that means you're going to need to 214 00:14:59,900 --> 00:15:03,500 know how that works in your Ation, if you have a very 215 00:15:03,500 --> 00:15:09,000 complex organization where promotions are a very, like 216 00:15:09,000 --> 00:15:12,400 bureaucratic, very complex process, you'll want to 217 00:15:12,400 --> 00:15:16,000 understand that so that you can communicate and help this 218 00:15:16,000 --> 00:15:18,000 person. See, here's how that process 219 00:15:18,000 --> 00:15:20,700 works. If you're in a very flat 220 00:15:20,700 --> 00:15:25,700 organization, you may have a conversation about that to they 221 00:15:25,700 --> 00:15:29,100 might be ready for a promotion. But there might not be any place 222 00:15:29,100 --> 00:15:34,000 to promote them up into and Other thing to understand is 223 00:15:34,000 --> 00:15:40,400 that performing your work at a high level, is not necessarily 224 00:15:41,100 --> 00:15:45,200 what it takes to get a promotion in a specially. 225 00:15:45,200 --> 00:15:48,300 I think this can be tricky if we don't understand this, because 226 00:15:48,300 --> 00:15:52,600 for a lot of us, especially if you are a high achiever in 227 00:15:52,600 --> 00:15:57,700 school, the way School works, is you perform at a high level and 228 00:15:57,700 --> 00:16:00,700 you get promoted. You go to the next level. 229 00:16:00,700 --> 00:16:04,900 You go to the next Next grade, but the workplace is a little 230 00:16:04,900 --> 00:16:07,500 different. You might perform at a high 231 00:16:07,500 --> 00:16:11,600 level within that job function but that doesn't mean you 232 00:16:11,600 --> 00:16:16,100 automatically get rewarded with a promotion or a raise. 233 00:16:16,700 --> 00:16:20,000 It's a different situation often. 234 00:16:20,000 --> 00:16:24,100 What you'll need to do is say, okay, here is the promotion or 235 00:16:24,100 --> 00:16:28,100 the role that I want, or here's the Rays that I want and then 236 00:16:28,100 --> 00:16:30,800 you have to present your case for why? 237 00:16:31,000 --> 00:16:34,600 That should be And you will want to have a conversation in 238 00:16:34,600 --> 00:16:37,700 advance to signal to people, okay? 239 00:16:38,000 --> 00:16:42,300 If I complete these things, if I perform at this level, if I 240 00:16:42,300 --> 00:16:47,500 demonstrate that, I have the skills for X y&z, if I create 241 00:16:47,500 --> 00:16:53,200 these kinds of results will that turn into a promotion or a 242 00:16:53,200 --> 00:16:55,200 raise, like this is my intention. 243 00:16:55,200 --> 00:17:01,000 Are we in agreement that that this is the path that will 244 00:17:01,000 --> 00:17:03,500 create? Eight that different 245 00:17:03,500 --> 00:17:07,200 conversation and I know for me when I first came into the 246 00:17:07,200 --> 00:17:10,099 professional work, world that wasn't clear to me. 247 00:17:10,599 --> 00:17:13,400 I still kind of thought it was like school where you do a 248 00:17:13,400 --> 00:17:16,099 really good job. People notice they say great 249 00:17:16,099 --> 00:17:17,800 job. Here's your performance review. 250 00:17:17,800 --> 00:17:20,099 You did great. And I just kind of thought it 251 00:17:20,099 --> 00:17:23,500 would happen automatically, like you've been performing at this 252 00:17:23,500 --> 00:17:28,099 level and now you get rewarded by a promotion or a raise turns 253 00:17:28,099 --> 00:17:29,900 out. It doesn't work like that. 254 00:17:30,000 --> 00:17:35,000 So you're People on your team, might not understand that and so 255 00:17:35,000 --> 00:17:40,100 then they might feel frustrated, they might feel impatient and it 256 00:17:40,100 --> 00:17:44,300 can help when you're able to clarify. 257 00:17:44,700 --> 00:17:47,700 Oh, here's how the process works, right? 258 00:17:47,700 --> 00:17:48,800 Like. Oh yes. 259 00:17:48,800 --> 00:17:51,400 Like, here's how I can help you with that. 260 00:17:51,600 --> 00:17:55,400 The other thing you want to keep an eye out for is if you have 261 00:17:55,400 --> 00:17:59,900 someone who seems like, they're depending on you for guidance, 262 00:18:00,300 --> 00:18:04,200 and this might be someone Who's really eager to grow but they 263 00:18:04,200 --> 00:18:06,700 don't have a clear idea of what that looks like. 264 00:18:06,800 --> 00:18:09,600 So they come to you and they say something like, okay, like 265 00:18:09,600 --> 00:18:12,100 what's next? What else have you got? 266 00:18:12,700 --> 00:18:15,600 And here what you're wanting to do is to think a little bit 267 00:18:15,600 --> 00:18:19,700 more, like manager as coach where you're helping to coach 268 00:18:19,700 --> 00:18:25,200 them into really holding their career path, taking full 269 00:18:25,200 --> 00:18:29,300 responsibility for that, and helping them think through, what 270 00:18:29,300 --> 00:18:31,400 does the next step look like for them? 271 00:18:31,900 --> 00:18:33,800 And they might not know at first, which is. 272 00:18:33,800 --> 00:18:37,300 Okay, so part of the coaching is about helping them. 273 00:18:37,300 --> 00:18:40,600 Think through what is it that they want, what are the 274 00:18:40,600 --> 00:18:42,700 projects? They've loved the most. 275 00:18:42,700 --> 00:18:44,700 Where what do they want to do more of? 276 00:18:44,700 --> 00:18:47,700 What do they want to do? Less of, is there someone in the 277 00:18:47,708 --> 00:18:51,700 organization that is kind of a role model of what they want to 278 00:18:51,700 --> 00:18:55,600 do next are their skills, they will need to develop. 279 00:18:55,600 --> 00:19:01,200 Now in order to get to where they want to go, so you can help 280 00:19:01,200 --> 00:19:05,500 them I'm think through and in the course of doing that it will 281 00:19:05,500 --> 00:19:10,500 help them to take more active responsibility for their career 282 00:19:10,500 --> 00:19:15,200 journey and what they want rather than coming to you. 283 00:19:15,200 --> 00:19:17,900 And saying, well, you're my manager, and you've seen how I 284 00:19:17,900 --> 00:19:21,000 work, tell me what I should do next. 285 00:19:21,900 --> 00:19:25,300 Because also, even if you've been in their manager, you don't 286 00:19:25,300 --> 00:19:26,900 know all of the things they've done. 287 00:19:27,400 --> 00:19:30,800 And even if you did at one point, you might forget, right? 288 00:19:30,800 --> 00:19:34,700 Because people Forgetful, there's a lot going on and you 289 00:19:34,700 --> 00:19:41,500 always want to refocus the intention and the energy around 290 00:19:41,600 --> 00:19:45,200 helping them to drive their career forward. 291 00:19:45,500 --> 00:19:48,800 If they come in, they're asking you know, help me understand 292 00:19:48,800 --> 00:19:53,600 what else is possible. You can share, what you see but 293 00:19:53,600 --> 00:19:55,700 ultimately you want to help them. 294 00:19:55,700 --> 00:20:01,500 Think through what do they want? How do they know what can they 295 00:20:01,600 --> 00:20:05,800 They do to start coming to you saying something like, you know 296 00:20:05,800 --> 00:20:10,000 what, I'm really interested in the recruiting part of our 297 00:20:10,000 --> 00:20:14,700 business because I'd really love for us to, you know, bring on 298 00:20:15,200 --> 00:20:18,000 like a more diverse slate of candidates. 299 00:20:18,000 --> 00:20:23,300 Or I really want to challenge us as an organization to expand our 300 00:20:23,300 --> 00:20:26,300 recruiting, not to just people with this kind of background, 301 00:20:26,500 --> 00:20:30,300 but I think it could be really valuable to also open up our 302 00:20:30,300 --> 00:20:32,600 recruiting Direction, Include folks here. 303 00:20:32,600 --> 00:20:35,200 And I would love to be a part of that, right? 304 00:20:35,200 --> 00:20:37,600 Like you might not know that, that's a thing that they're 305 00:20:37,600 --> 00:20:41,700 interested in, but having them come to you saying, I'm really 306 00:20:41,700 --> 00:20:45,600 interested in how this thing works that can then help you 307 00:20:45,600 --> 00:20:50,600 coach them to meet people in that part of the organization 308 00:20:50,600 --> 00:20:51,800 think through. OK. 309 00:20:51,800 --> 00:20:55,600 What are you going to need to learn or grow in order to be 310 00:20:55,600 --> 00:21:00,000 able to participate more in that like you can partner with them 311 00:21:00,000 --> 00:21:06,100 but they're still really Really owning that part for themselves, 312 00:21:06,500 --> 00:21:10,400 if that makes sense. So that is what I wanted to 313 00:21:10,400 --> 00:21:11,700 share with you. It's awesome. 314 00:21:11,700 --> 00:21:15,000 When you have really high performers but sometimes it can 315 00:21:15,000 --> 00:21:18,200 feel stressful either because of, you know, the reasons I 316 00:21:18,200 --> 00:21:21,100 mentioned earlier feeling like you don't know what to do with 317 00:21:21,100 --> 00:21:24,700 them or if they're feeling a little Restless or they're 318 00:21:24,700 --> 00:21:27,000 looking to you for guidance and you're like, I don't know what 319 00:21:27,000 --> 00:21:29,400 to tell you, I think you're amazing and I don't know what 320 00:21:29,400 --> 00:21:34,600 you should do next, right? Remember what your role is your 321 00:21:34,600 --> 00:21:38,100 role is to facilitate great outcomes. 322 00:21:38,100 --> 00:21:42,100 Your Role is to make decisions to help nurture growth to bring 323 00:21:42,100 --> 00:21:45,700 the best out of people and help them. 324 00:21:45,900 --> 00:21:51,300 To also step into new levels of responsibility and really take 325 00:21:51,300 --> 00:21:57,700 on the work of driving their own career growth. 326 00:21:57,900 --> 00:22:00,200 And those conversations can be a whole lot of fun. 327 00:22:00,800 --> 00:22:04,100 So that is What I wanted to share with you today, if you 328 00:22:04,100 --> 00:22:08,300 want one-on-one support with your work and the way that you 329 00:22:08,300 --> 00:22:11,800 manage people, whether or not you have direct reports because 330 00:22:11,800 --> 00:22:16,100 honestly client management managing up managing 331 00:22:16,100 --> 00:22:20,800 cross-functional Partnerships if you're a product manager and you 332 00:22:20,800 --> 00:22:24,200 have to make things happen by managing people even though you 333 00:22:24,200 --> 00:22:28,800 do not have direct reports, it is all related and I would love 334 00:22:28,800 --> 00:22:31,300 to help you with that so you can go into the show notes. 335 00:22:31,600 --> 00:22:35,600 As you'll see a link to book, a consult on my calendar and we 336 00:22:35,600 --> 00:22:38,200 can talk about it. All right, that's what I have 337 00:22:38,200 --> 00:22:40,200 for you today. I hope you have a great one and 338 00:22:40,200 --> 00:22:48,900 I'll talk to you next time. Hey before you go if you like 339 00:22:48,900 --> 00:22:51,300 this podcast please leave a review. 340 00:22:51,800 --> 00:22:55,200 Tell me why you listen and what has helped you? 341 00:22:55,700 --> 00:22:57,800 Thanks so much. I'll see you next time.