1 00:00:04,800 --> 00:00:07,600 Welcome to the new manager podcast. 2 00:00:07,700 --> 00:00:17,700 I'm your host, Kim nickel. Hi, and welcome. 3 00:00:18,100 --> 00:00:22,800 I hope you're doing well today. I feel like everything has been 4 00:00:23,200 --> 00:00:26,600 so intense and so variable in some ways it's been so 5 00:00:26,600 --> 00:00:30,900 challenging as a human and especially a human who works 6 00:00:30,900 --> 00:00:35,600 with other humans. So I hope you're doing well and 7 00:00:35,700 --> 00:00:40,100 I want to also invite you. I have a couple of classes 8 00:00:40,100 --> 00:00:45,100 coming up this month and also in November and December 4. 9 00:00:45,400 --> 00:00:49,800 New managers at general assembly and you can go to my website. 10 00:00:49,800 --> 00:00:54,600 Kim nickel.com go to the new managers tab to learn more about 11 00:00:54,600 --> 00:00:57,700 that or just go directly to the general assembly. 12 00:00:57,700 --> 00:01:02,500 Website to find out when my next crash course, for new managers 13 00:01:02,500 --> 00:01:06,500 is coming and then we can have this conversation in person. 14 00:01:06,900 --> 00:01:10,800 And what's fun is that because class is online, you can join 15 00:01:10,800 --> 00:01:17,900 from wherever in the world you are today, I want us to talk 16 00:01:17,900 --> 00:01:25,700 about people are selfish. People are selfish. 17 00:01:26,600 --> 00:01:29,500 This isn't a bad thing. It is a human thing. 18 00:01:29,800 --> 00:01:36,100 And as a manager it can be very helpful to remember this because 19 00:01:36,400 --> 00:01:40,600 what it means is that people always want to know how does 20 00:01:40,600 --> 00:01:44,800 this affect me, or what does this mean for me, or what do you 21 00:01:44,800 --> 00:01:49,400 want me to do about this? People have this very personal 22 00:01:49,400 --> 00:01:53,300 orientation and I talked in another episode about taking 23 00:01:53,300 --> 00:01:57,100 things, Personally, as a human, we tend to do this. 24 00:01:57,500 --> 00:02:01,500 It is not again, not necessarily a bad thing. 25 00:02:01,500 --> 00:02:04,600 It's a human thing and the more aware of it. 26 00:02:04,600 --> 00:02:07,900 We are the more we can remember, okay? 27 00:02:07,900 --> 00:02:11,600 For ourselves, let me try to not take this personally, let me 28 00:02:11,600 --> 00:02:14,500 look at this from a different perspective when that might be 29 00:02:14,500 --> 00:02:18,500 more collaborative and more productive and more useful. 30 00:02:19,100 --> 00:02:24,700 But as a manager what helps is that you, when you All right, it 31 00:02:24,700 --> 00:02:29,700 like people are selfish. Then whenever you are scheduling 32 00:02:29,700 --> 00:02:37,000 a meeting or whenever you are sending an email or whenever you 33 00:02:37,000 --> 00:02:40,500 are, I mean, truly in conversation with people 34 00:02:41,200 --> 00:02:44,500 remember that in the back of their mind, they're always going 35 00:02:44,500 --> 00:02:48,000 to ask, like, what does this mean for me? 36 00:02:49,700 --> 00:02:52,300 How does this new policy affect me? 37 00:02:52,600 --> 00:02:56,200 Or what does this new Target mean for me? 38 00:02:57,900 --> 00:03:03,400 People will also want to know like how are they affected by 39 00:03:03,400 --> 00:03:06,900 things? And also what is expected of 40 00:03:06,900 --> 00:03:09,000 them? What is it? 41 00:03:09,000 --> 00:03:10,700 That you are going to want from them? 42 00:03:10,700 --> 00:03:12,600 What is it? That others are going to want 43 00:03:12,600 --> 00:03:18,700 from them and the more explicit and clear, you can be when you 44 00:03:18,700 --> 00:03:22,800 are communicating the easier it can be for people to show up and 45 00:03:22,800 --> 00:03:25,700 know like what needs to happen here. 46 00:03:26,600 --> 00:03:31,000 One of the places, I see this a lot and especially in 47 00:03:31,000 --> 00:03:35,600 organizations that get very very large is that people can get 48 00:03:35,600 --> 00:03:39,700 very lost in the weeds and not feel connected to any sense of 49 00:03:39,700 --> 00:03:44,900 bigger purpose or Mission. And people want to know that 50 00:03:44,900 --> 00:03:47,900 their work matters and that they're contributing in a 51 00:03:47,900 --> 00:03:53,800 meaningful way. And so part of the job of a 52 00:03:53,800 --> 00:03:59,100 manager is you do get to T', the people on your team or the folks 53 00:03:59,100 --> 00:04:04,200 that you work with with this bigger part of the organization. 54 00:04:04,900 --> 00:04:07,100 Sometimes. Imagine it as you get to be a 55 00:04:07,100 --> 00:04:11,900 bridge between. The team that you work with and 56 00:04:11,900 --> 00:04:17,000 then the other groups, or managers or directors, or more 57 00:04:17,000 --> 00:04:20,300 senior leadership because you'll be in different conversations 58 00:04:20,300 --> 00:04:22,900 and you'll get different perspectives. 59 00:04:23,200 --> 00:04:25,500 And part of the job is to translate, okay? 60 00:04:25,500 --> 00:04:28,000 This is what's happening on an organizational level. 61 00:04:28,600 --> 00:04:32,000 This is how it affects you. This is how it affects your 62 00:04:32,000 --> 00:04:37,100 team, as one example. So many years ago, when I was a 63 00:04:37,100 --> 00:04:42,500 director and I had this team of 18 people, And at a company-wide 64 00:04:42,500 --> 00:04:45,200 level, we were going through some pretty significant 65 00:04:45,200 --> 00:04:50,000 organizational changes. There was a new team that was 66 00:04:50,000 --> 00:04:53,600 offshore that was being staffed up and trained up. 67 00:04:54,100 --> 00:04:58,200 And there were also some new tools that were being rolled out 68 00:04:58,200 --> 00:05:03,600 internally. Now, my team had two big 69 00:05:03,600 --> 00:05:08,300 questions and one was what is happening overseas and how does 70 00:05:08,300 --> 00:05:09,900 that affect us? Does that? 71 00:05:10,000 --> 00:05:13,900 Mean, our jobs are threatened. And the other question they 72 00:05:13,900 --> 00:05:16,300 thought was, why are we getting these new tools? 73 00:05:16,300 --> 00:05:22,500 We like the tools, we have, they work for us, we don't want to 74 00:05:22,500 --> 00:05:26,900 learn new things. We like the ones we have, and 75 00:05:26,900 --> 00:05:31,500 there was frustration, There Was Fear, there was gossip. 76 00:05:31,500 --> 00:05:36,700 There was like a lot of uncertainty, which by the way, 77 00:05:36,707 --> 00:05:39,500 again, is normal, you know, as humans. 78 00:05:39,500 --> 00:05:43,300 We don't I really like it when we feel like things are outside 79 00:05:43,300 --> 00:05:48,100 of our control and we don't know what it means for us and so 80 00:05:48,400 --> 00:05:52,500 because of where I was in the organization, I was able to get 81 00:05:52,500 --> 00:05:55,600 other perspectives on what the bigger picture was what was 82 00:05:55,600 --> 00:05:59,100 going on. And the truth is, I felt a lot, 83 00:05:59,200 --> 00:06:04,300 I felt a lot of empathy with my team because I thought yeah. 84 00:06:04,300 --> 00:06:06,600 Like I agree with you. The current tools we have are 85 00:06:06,600 --> 00:06:09,800 great and it is going to take time to learn something new. 86 00:06:10,000 --> 00:06:12,900 And it's going to be burdensome and not that much fun. 87 00:06:13,400 --> 00:06:17,100 And I could also understand the fear of, oh no like your 88 00:06:17,100 --> 00:06:20,700 Staffing up offshore. What does that mean for us are 89 00:06:20,700 --> 00:06:23,600 our jobs threatened. I could totally relate to that 90 00:06:23,600 --> 00:06:29,500 and appreciate that and what helped me to help them, right? 91 00:06:29,500 --> 00:06:34,400 Because my intention is, how can I, as a manager show up in a way 92 00:06:34,400 --> 00:06:38,500 that helps my team to do great work together? 93 00:06:38,900 --> 00:06:41,900 And how can I do this? A way that feels both genuine 94 00:06:41,900 --> 00:06:46,600 and authentic. But also what's the word I'm 95 00:06:46,600 --> 00:06:48,900 looking for? Like, I didn't just want to 96 00:06:48,900 --> 00:06:54,200 bring false positive eternity. And I also didn't want to lie, 97 00:06:55,100 --> 00:06:59,300 right? And I also had information that 98 00:06:59,300 --> 00:07:02,800 I was not allowed to share because that will happen to you 99 00:07:02,800 --> 00:07:06,300 too. You'll get into situations as 100 00:07:06,300 --> 00:07:09,900 you rise in your career. Well you were you will have 101 00:07:10,000 --> 00:07:12,100 information that you're not actually allowed to share with 102 00:07:12,100 --> 00:07:17,100 your team. So in my particular situation as 103 00:07:17,100 --> 00:07:21,200 I was really understanding, you know, my team has some really 104 00:07:21,200 --> 00:07:25,900 legitimate frustrations and concerns about what does this 105 00:07:25,900 --> 00:07:28,700 mean for me? And how do how does this fit 106 00:07:28,700 --> 00:07:34,100 into the big picture? That invited me to have a 107 00:07:34,100 --> 00:07:37,300 conversation with them around. Yeah. 108 00:07:37,400 --> 00:07:39,600 Like this is going to be a frustrating and I know it 109 00:07:39,600 --> 00:07:44,000 doesn't make sense for us but there's all this other stuff 110 00:07:44,000 --> 00:07:48,600 happening with the product on the back end that like we don't 111 00:07:48,600 --> 00:07:53,500 see but it really does have a significant effect with things 112 00:07:53,500 --> 00:07:56,700 that are happening within the company and especially with 113 00:07:56,700 --> 00:08:00,700 respect to the the technology that supports so much of the 114 00:08:00,700 --> 00:08:03,200 business. And it's something that we've 115 00:08:03,200 --> 00:08:05,900 been delaying a long time. So it means it's extra 116 00:08:05,900 --> 00:08:11,400 frustrating because there is so much that we'll have to deal 117 00:08:11,400 --> 00:08:14,800 with now. So being able to respond both 118 00:08:14,800 --> 00:08:18,800 with a sense of empathy, like I understand how you're feeling, I 119 00:08:18,800 --> 00:08:22,100 have zero argument with that. Makes a lot of sense, I can I 120 00:08:22,100 --> 00:08:25,900 totally appreciate that and also being able to say, yeah, the 121 00:08:25,900 --> 00:08:28,400 reason we're doing this is because as an organization, 122 00:08:28,400 --> 00:08:31,600 there are all of these other parts that we are up here. 123 00:08:31,600 --> 00:08:35,299 Part of. And so this is all of us having 124 00:08:35,299 --> 00:08:38,299 to learn this new thing, even though it's not fun. 125 00:08:38,400 --> 00:08:40,600 And I can understand that it doesn't feel good and that's 126 00:08:40,600 --> 00:08:43,200 okay. So just being able to 127 00:08:43,200 --> 00:08:46,700 acknowledge and also help to see, here's what the bigger 128 00:08:46,700 --> 00:08:49,800 picture is. Here's how you fit into that. 129 00:08:49,900 --> 00:08:54,300 Oh, and also reminding people that they are a valuable part of 130 00:08:54,300 --> 00:08:58,400 the big picture because I also believe that people want to feel 131 00:08:58,500 --> 00:09:02,600 respected appreciated. And valued. 132 00:09:02,800 --> 00:09:07,200 And when, as a manager, I'm coming in and really saying that 133 00:09:07,200 --> 00:09:10,100 you are going to be deeply inconvenienced because of some 134 00:09:10,100 --> 00:09:13,100 new policies or some new things that are happening that are 135 00:09:13,100 --> 00:09:16,900 outside of our control. The least I can do is to 136 00:09:16,900 --> 00:09:21,500 reaffirm and say, I know this will be challenging. 137 00:09:22,000 --> 00:09:25,600 We're going to do this, the best that we can, I believe in you. 138 00:09:25,600 --> 00:09:28,600 And I, you know, I have so much appreciation for the work that 139 00:09:28,600 --> 00:09:32,700 you do. And I think sometimes we 140 00:09:32,700 --> 00:09:39,100 Overlook that human component that people do want to feel like 141 00:09:39,300 --> 00:09:44,100 someone at work cares about them that especially if it's someone 142 00:09:44,100 --> 00:09:50,700 in a managerial role. They want to feel like their 143 00:09:50,800 --> 00:09:57,000 frustration and discomfort is recognized and not taken for 144 00:09:57,000 --> 00:10:01,200 granted. Like you want to understand that 145 00:10:01,200 --> 00:10:05,300 if you're going to expend extra effort to do something or learn 146 00:10:05,300 --> 00:10:10,600 something that your boss sees and appreciates that and says 147 00:10:10,600 --> 00:10:13,800 thank you. Sometimes that's the only thing 148 00:10:13,800 --> 00:10:16,200 we can offer, right? Maybe you're not able to 149 00:10:16,200 --> 00:10:19,200 increase their salary or you're not able to reduce the hours, 150 00:10:19,700 --> 00:10:25,200 but this appreciation and really recognizing as a human. 151 00:10:25,200 --> 00:10:29,000 What is this mean? For them can go a really long 152 00:10:29,000 --> 00:10:30,800 way. Way, and it can matter quite a 153 00:10:30,800 --> 00:10:34,800 lot, another way to think about this. 154 00:10:35,600 --> 00:10:40,000 That people are selfish is that when you are sending an email to 155 00:10:40,000 --> 00:10:46,200 someone, Make it easy for the reader to get what they need to 156 00:10:46,200 --> 00:10:49,200 out of it. And I say this because one of 157 00:10:49,200 --> 00:10:53,200 the things that I also see with my students, when they are new 158 00:10:53,200 --> 00:10:56,400 to managing and they're wanting to do a really good job, is that 159 00:10:56,400 --> 00:11:03,500 it's easy to be two comprehensive when you are 160 00:11:03,900 --> 00:11:07,700 giving someone information and that the idea comes from a good 161 00:11:07,700 --> 00:11:10,400 place it's like you're trying to be thorough. 162 00:11:10,700 --> 00:11:15,400 So You're getting all of this extra context, but what happens 163 00:11:15,400 --> 00:11:19,000 is the person gets this wall of text and they don't know what to 164 00:11:19,000 --> 00:11:22,100 do with it. So to the extent that you can 165 00:11:22,100 --> 00:11:25,500 visually organize it and make it very clear. 166 00:11:25,500 --> 00:11:29,500 Like, this is my ask of you, or this is why I'm telling you this 167 00:11:29,500 --> 00:11:31,200 or this is how this will affect you. 168 00:11:31,200 --> 00:11:37,900 So I want you to know be be clear and precise without hiding 169 00:11:37,900 --> 00:11:42,000 the message, like let it be clear on the Upside the other 170 00:11:42,000 --> 00:11:47,600 mistake that you can make is you can be to spare in the 171 00:11:47,600 --> 00:11:51,100 information and then it will creates a lot of confusion and 172 00:11:51,100 --> 00:11:54,000 e-mails back and forth. I remember this other job. 173 00:11:54,000 --> 00:11:57,500 I was at and the manager emailed me a question. 174 00:11:57,500 --> 00:12:01,900 She said, oh are you available to be with this client on this 175 00:12:01,900 --> 00:12:05,300 day? And my response was well I don't 176 00:12:05,300 --> 00:12:09,400 know because I don't know what time and I also don't know where 177 00:12:09,400 --> 00:12:12,400 it is and the location of it. Depend, you know, will 178 00:12:12,400 --> 00:12:15,400 influence, how much time it will take me, which, you know, 179 00:12:15,400 --> 00:12:16,500 affects how I look at my calendar. 180 00:12:16,500 --> 00:12:20,500 And so there it was so frustrating because she had 181 00:12:20,500 --> 00:12:24,700 asked an email with a very simple question, but I didn't 182 00:12:24,700 --> 00:12:29,200 have the information I needed in order to be able to give her a 183 00:12:29,200 --> 00:12:32,500 quality answer. And also this person was in a 184 00:12:32,508 --> 00:12:35,100 different time zone. And so as you know, especially 185 00:12:35,100 --> 00:12:40,600 when you're working with a team across time zones that that can 186 00:12:40,600 --> 00:12:47,200 create Eight extra burdens of time because you're not all kind 187 00:12:47,200 --> 00:12:50,900 of synced up. So being thoughtful, being 188 00:12:50,900 --> 00:12:55,200 mindful realizing, okay, this person is selfish when I'm 189 00:12:55,200 --> 00:13:00,300 sending them this message. It is to everyone's benefit, and 190 00:13:00,300 --> 00:13:04,500 it is to everyone's greatest efficiency and ability to work. 191 00:13:04,500 --> 00:13:09,600 Well, if I make sure that I send the information they need, and 192 00:13:09,600 --> 00:13:14,400 in the way that they know, What to do with and, you know, like 193 00:13:14,400 --> 00:13:18,500 you've been on the other side of having received an email and you 194 00:13:18,500 --> 00:13:24,500 just see who it's from and you sigh heavily and you roll your 195 00:13:24,500 --> 00:13:27,000 eyes. And you think, oh my gosh, what 196 00:13:27,000 --> 00:13:29,000 is this person want? This email is going to be a 197 00:13:29,008 --> 00:13:31,300 mess. Like you don't want to be that 198 00:13:31,300 --> 00:13:33,400 person. You want to be the person that 199 00:13:33,400 --> 00:13:36,700 when the email comes into their inbox and they see it's from 200 00:13:36,700 --> 00:13:39,400 you, they're like, oh okay, I'll know what to do with this. 201 00:13:39,400 --> 00:13:43,700 This person writes, great email. and it seems so trivial because 202 00:13:43,700 --> 00:13:45,900 I mean, you've been doing email and written messages for a 203 00:13:45,900 --> 00:13:51,300 really long time, but it's one of those skills that is easy to 204 00:13:51,300 --> 00:13:59,700 overlook and it is so easy to be careless and sloppy and to think 205 00:13:59,700 --> 00:14:05,600 that quick responses are more valuable than thoughtful 206 00:14:05,600 --> 00:14:10,300 responses and I want to offer you that that is not true that 207 00:14:10,300 --> 00:14:15,800 you will actually Ali save time by slowing down being thoughtful 208 00:14:15,800 --> 00:14:20,300 about how you send a message because it will then reduce the 209 00:14:20,300 --> 00:14:25,800 back and fourth annual get higher quality responses from 210 00:14:26,000 --> 00:14:28,800 people. So, I'm a big fan of it like, 211 00:14:28,800 --> 00:14:33,200 taking your time. I also want to share a couple 212 00:14:33,200 --> 00:14:36,900 other thoughts around this 0 which is this, okay. 213 00:14:37,100 --> 00:14:41,800 So if you've taken my class, you know, I have this Exercise. 214 00:14:41,800 --> 00:14:44,800 It's so much fun. I love to do this live with 215 00:14:44,800 --> 00:14:48,900 students as a group, where we explore the qualities of an 216 00:14:48,900 --> 00:14:52,500 awful manager. And it's really important that 217 00:14:52,500 --> 00:14:57,100 we remember that being an awful manager, it doesn't mean that 218 00:14:57,100 --> 00:15:00,800 you're a bad person. These are two separate things, 219 00:15:00,800 --> 00:15:02,600 you could be a really lovely person. 220 00:15:02,800 --> 00:15:05,500 You might have a manager. You enjoy them as a person. 221 00:15:05,700 --> 00:15:08,300 You would like to have lunch with them, you think they're 222 00:15:08,300 --> 00:15:11,800 wonderful. However, the the way that they 223 00:15:11,800 --> 00:15:16,000 manage is actually quite awful, like maybe they're a 224 00:15:16,000 --> 00:15:20,800 micromanager, or maybe there's no trust or maybe they just, you 225 00:15:20,800 --> 00:15:25,200 know, never have a kind word to say, they only see what's not 226 00:15:25,200 --> 00:15:27,500 getting done. There are lots of ways that 227 00:15:27,500 --> 00:15:30,800 people are not great managers, but we want to separate, it's 228 00:15:30,900 --> 00:15:35,300 not them being a bad person, it's about the behaviors. 229 00:15:35,300 --> 00:15:39,200 The quality, is the skill or lack thereof that makes things 230 00:15:39,200 --> 00:15:42,200 difficult. And so, Sometimes. 231 00:15:43,200 --> 00:15:51,500 Things will go badly for you because people are selfish and 232 00:15:51,500 --> 00:15:55,600 not just people that report to you, but also people above you. 233 00:15:55,900 --> 00:16:00,500 So your manager, the other people in an organization that 234 00:16:00,500 --> 00:16:03,900 are connected to you. And I think this is one of those 235 00:16:03,900 --> 00:16:06,900 things that can be really frustrating because we can have 236 00:16:06,900 --> 00:16:10,900 this belief that wow, you know, if I'm doing a good job and 237 00:16:10,900 --> 00:16:12,800 people say I'm doing good work, then good thing. 238 00:16:13,000 --> 00:16:16,300 It will happen for me. And that doesn't always happen 239 00:16:16,300 --> 00:16:19,200 that way. And it's not necessarily because 240 00:16:19,200 --> 00:16:22,000 people are bad, or they are mean. 241 00:16:22,200 --> 00:16:27,100 Sometimes, it's just because they're selfish, and as a result 242 00:16:27,100 --> 00:16:32,500 of that, things will go badly. So, as one example, I was in a 243 00:16:32,500 --> 00:16:35,600 conversation, I was coaching someone at this conference. 244 00:16:35,600 --> 00:16:38,800 It was, it was just like this, 10 minute coaching session, but 245 00:16:38,800 --> 00:16:42,900 it was amazing. She had come in because she was 246 00:16:43,000 --> 00:16:46,300 Feeling really frustrated, she wasn't getting promoted and she 247 00:16:46,300 --> 00:16:49,500 said my performance reviews, have been consistently really 248 00:16:49,500 --> 00:16:54,200 strong and I've been talking to my manager about it and like 249 00:16:54,200 --> 00:16:57,000 nothing is happening. And as we were talking, it 250 00:16:57,000 --> 00:17:02,400 occurred to me to ask and say, you know, how much work would it 251 00:17:02,400 --> 00:17:07,000 be to replace you? And she said something like, oh 252 00:17:07,900 --> 00:17:11,599 I mean, actually probably be pretty tough because she was 253 00:17:11,599 --> 00:17:16,099 really good at what she did and like the role that she played 254 00:17:16,099 --> 00:17:20,700 she was performing so beyond her own role that the team. 255 00:17:20,700 --> 00:17:23,900 And the manager were actually benefiting tremendously by 256 00:17:23,900 --> 00:17:26,900 keeping her where she was. And I said, well, you know, I 257 00:17:26,900 --> 00:17:30,500 want you to consider this possibility which is that it is 258 00:17:30,500 --> 00:17:34,600 a lot easier for your manager to keep you where you are for you. 259 00:17:34,700 --> 00:17:36,500 You to get promoted. It's actually going to take a 260 00:17:36,500 --> 00:17:41,200 lot of their work, like your manager is going to have to do a 261 00:17:41,200 --> 00:17:46,300 lot of work to hire or train or get someone into your role at 262 00:17:46,300 --> 00:17:48,700 that capacity. And from what you've told me, it 263 00:17:48,700 --> 00:17:53,000 sounds like this person is so busy that they probably just 264 00:17:53,000 --> 00:17:58,700 keep putting it off because they can, because you stay and just 265 00:17:58,700 --> 00:18:00,900 look on her face. She thought, oh my gosh. 266 00:18:01,000 --> 00:18:02,600 Like, I'd never thought of that before. 267 00:18:03,200 --> 00:18:07,800 And so, she went Way with this entirely New Perspective, number 268 00:18:07,800 --> 00:18:10,400 one, not taking it personally, like she wasn't doing good 269 00:18:10,400 --> 00:18:14,800 enough but sometimes you can be doing a really great job and 270 00:18:14,800 --> 00:18:19,300 because you make the lives of the other people that you work 271 00:18:19,300 --> 00:18:22,800 with so good. It's almost like they're not, 272 00:18:22,800 --> 00:18:27,100 there's no incentive for them to place you someplace else because 273 00:18:27,100 --> 00:18:31,300 it will make their lives harder. Like it's so straightforward, 274 00:18:31,300 --> 00:18:34,600 but we often just don't notice or don't think about this. 275 00:18:34,700 --> 00:18:36,800 This. So, hopefully, that isn't 276 00:18:36,800 --> 00:18:40,500 something that happens to you, but it could. 277 00:18:40,500 --> 00:18:44,200 I mean, because people are human and people are selfish and if 278 00:18:44,200 --> 00:18:47,800 you are making someone's life so good based on where you are, 279 00:18:48,800 --> 00:18:52,800 they might just not be motivated to help you learn and grow and 280 00:18:52,800 --> 00:18:56,800 go into a new role. And I'll share to back when I 281 00:18:56,800 --> 00:19:00,400 was managing this team, there was someone on my team who had 282 00:19:00,400 --> 00:19:04,600 been getting consistent very high performance reviews who 283 00:19:04,800 --> 00:19:08,500 Desperately wanted to get promoted, but the challenges 284 00:19:08,500 --> 00:19:12,200 were her manager kept changing. So she didn't really have an 285 00:19:12,200 --> 00:19:16,600 advocate to kind of support her and navigate, the the 286 00:19:16,600 --> 00:19:21,400 organization, and how to find a new role within the company. 287 00:19:22,200 --> 00:19:26,800 But also I just want to say, like, as a company, we were very 288 00:19:26,800 --> 00:19:30,700 disorganized. Like, we were just, we were not 289 00:19:30,700 --> 00:19:34,900 good at identifying internal talent and then finding New 290 00:19:34,900 --> 00:19:38,300 positions for it because it was almost like this feeling of 291 00:19:38,600 --> 00:19:41,600 everyone is so busy and things are changing all the time. 292 00:19:42,000 --> 00:19:45,900 And so there was just not a lot of advocacy and not a lot of 293 00:19:45,900 --> 00:19:49,100 clarity about how to move in two different places. 294 00:19:49,800 --> 00:19:53,800 And this person on my team was so frustrated and just felt so 295 00:19:53,800 --> 00:19:56,500 powerless, like everything she tried. 296 00:19:56,900 --> 00:20:00,500 Nothing was working and one of the things that I felt most 297 00:20:00,500 --> 00:20:03,900 proud about. Even today years later, I still 298 00:20:03,900 --> 00:20:07,600 think back as This was something that I feel proud of. 299 00:20:07,900 --> 00:20:11,600 During my time as a manager in this company was really 300 00:20:11,600 --> 00:20:16,500 advocating for her and helping her to get the visibility and 301 00:20:16,500 --> 00:20:20,800 helping her, to figure out how to navigate this very complex 302 00:20:20,800 --> 00:20:25,000 organization. So that she could get promoted 303 00:20:25,200 --> 00:20:29,300 which was good for the company because you want to use the 304 00:20:29,300 --> 00:20:33,000 talent that you have and you want to place them into the 305 00:20:33,000 --> 00:20:36,100 roles that will best serve. Serve organization, as well as 306 00:20:36,100 --> 00:20:39,200 that person. And that also really helped her 307 00:20:39,200 --> 00:20:42,200 personally because she was so stagnant. 308 00:20:42,200 --> 00:20:46,200 She was so eager to grow, and she was so ready for it, but 309 00:20:46,200 --> 00:20:50,400 things had kept changing and it made it ridiculously difficult 310 00:20:50,700 --> 00:20:54,500 and for me coming in as her manager and saying, okay, like I 311 00:20:54,500 --> 00:20:58,800 am going to Endeavor to get you promoted because I see that you 312 00:20:58,800 --> 00:21:02,000 deserve it. I see that you've been kind of 313 00:21:02,000 --> 00:21:04,500 blocked by all of these circumstances outside. 314 00:21:04,700 --> 00:21:06,300 Your control. And this is something that I can 315 00:21:06,300 --> 00:21:09,700 do. And so by teaming up with her 316 00:21:09,800 --> 00:21:13,800 and then using my position to really support and advocate for 317 00:21:13,800 --> 00:21:15,900 her. She was able to do that. 318 00:21:16,100 --> 00:21:17,700 That does something that feels really good. 319 00:21:18,000 --> 00:21:22,700 So as a manager, you have that power too, who are the people on 320 00:21:22,700 --> 00:21:26,200 your team and around you that you can encourage and uplift and 321 00:21:26,200 --> 00:21:29,400 support and sometimes that means your life is going to get a 322 00:21:29,408 --> 00:21:32,300 little bit difficult because when that person moves into a 323 00:21:32,300 --> 00:21:35,700 new role in the company, you will have to figure out who's 324 00:21:35,700 --> 00:21:42,100 going to do their job now. But that's part of the job and I 325 00:21:42,108 --> 00:21:45,900 believe that you will be fine and that you will figure it out 326 00:21:45,900 --> 00:21:51,400 and it's going to be okay. When you show that you care. 327 00:21:52,900 --> 00:21:58,700 It matters a lot to people when you are clear with them with 328 00:21:58,700 --> 00:22:02,900 your team about what's expected. So there's no surprises and they 329 00:22:02,900 --> 00:22:06,500 know what to be focused on. It matters a lot to people 330 00:22:07,000 --> 00:22:10,000 especially right now I feel like we've been saying this all year 331 00:22:10,000 --> 00:22:13,100 and maybe this is going to be just true forever going forward. 332 00:22:13,600 --> 00:22:17,300 But I mean as humans where our professional world and our 333 00:22:17,300 --> 00:22:21,400 personal world, the lines between those are now so blurred 334 00:22:21,500 --> 00:22:23,800 and there's so much. That's Happening in the world. 335 00:22:23,800 --> 00:22:27,200 That's creating lots of anxiety for people and other kinds of 336 00:22:27,200 --> 00:22:33,500 challenges that it really can help to create trust to create 337 00:22:33,500 --> 00:22:38,300 an environment in which people can do great work together and 338 00:22:38,300 --> 00:22:41,900 that includes you, right? Like you want to be able to do 339 00:22:41,900 --> 00:22:46,500 your best work also. So remembering that people are 340 00:22:46,500 --> 00:22:49,000 selfish. It is not a bad thing. 341 00:22:49,000 --> 00:22:52,700 It is a thing that tends to be true and how can you you 342 00:22:52,700 --> 00:22:58,700 remember that in order to become an even better leader and a 343 00:22:58,700 --> 00:23:05,400 better manager for your team, sometimes people need a voice 344 00:23:05,900 --> 00:23:10,500 telling them that even though things are hard right now, We 345 00:23:10,500 --> 00:23:14,200 are in this together and we're going to find a way through. 346 00:23:14,600 --> 00:23:19,300 I don't know exactly how, but I trust that we will find this 347 00:23:19,300 --> 00:23:23,400 path together. Sometimes that's the message 348 00:23:23,400 --> 00:23:26,700 that people need from you because they're going to be 349 00:23:26,700 --> 00:23:29,100 wondering like how are we going to get through this? 350 00:23:29,900 --> 00:23:32,900 That's the kind of leadership that really makes a big 351 00:23:32,900 --> 00:23:38,300 difference and you won't see it on any kpi you won't see it on 352 00:23:38,300 --> 00:23:40,800 any Excel spreadsheet or on the bottom line. 353 00:23:41,100 --> 00:23:44,400 But it's one of those things that is that kind of invisible 354 00:23:44,400 --> 00:23:50,600 skill and it makes a difference Beyond which you can see. 355 00:23:50,900 --> 00:23:54,100 But you know, that There because I know you've had experiences 356 00:23:54,100 --> 00:23:59,000 like that too. So, thank you so much for 357 00:23:59,000 --> 00:24:02,300 listening. I hope you have a really great 358 00:24:02,400 --> 00:24:07,000 day at work, whatever that looks like for you, and if you want to 359 00:24:07,000 --> 00:24:09,000 connect it, do find me on LinkedIn. 360 00:24:09,000 --> 00:24:11,800 You can follow me there and that's another place where I 361 00:24:11,800 --> 00:24:16,800 post where my workshops and classes are coming up or jump to 362 00:24:16,800 --> 00:24:20,200 my website if you also want to find upcoming workshops, or if 363 00:24:20,200 --> 00:24:23,500 you want to know about one-on-one, Coaching, I love to 364 00:24:23,500 --> 00:24:29,500 support you on your leadership Journey as a human in your work 365 00:24:29,500 --> 00:24:31,900 and in your life. Thanks so much. 366 00:24:31,900 --> 00:24:33,400 Take good care of talk to you later. 367 00:24:38,400 --> 00:24:41,100 Do you want personal confidential help with your 368 00:24:41,100 --> 00:24:44,500 situation at work? I offer one-on-one coaching and 369 00:24:44,500 --> 00:24:48,700 can help you overcome challenges reach your goals and become a 370 00:24:48,700 --> 00:24:52,500 more effective leader to schedule a consult. 371 00:24:52,500 --> 00:24:58,800 Go to my website, Kim nickel.com coaching and we'll schedule time 372 00:24:58,800 --> 00:25:02,600 to talk about what's going on with you and how I can help talk 373 00:25:02,600 --> 00:25:03,300 to you soon.