1 00:00:04,800 --> 00:00:07,600 Welcome to the new manager podcast. 2 00:00:07,700 --> 00:00:16,500 I'm your host, Kim nickel. Hello and welcome. 3 00:00:16,500 --> 00:00:18,800 I'm glad you're here. And I hope you're doing well. 4 00:00:19,100 --> 00:00:25,200 Today's topic decision-making discretion and influence. 5 00:00:26,000 --> 00:00:30,200 And all of this has been very top of mind for me, because of 6 00:00:30,200 --> 00:00:34,900 an interesting experience, I had the other day, I was on my way 7 00:00:34,900 --> 00:00:39,200 home and I wanted to stop at this restaurant in my 8 00:00:39,200 --> 00:00:41,200 neighborhood to pick up some food, too. 9 00:00:41,300 --> 00:00:45,700 Go, I hadn't placed an order. My plan was I'll just stop in 10 00:00:45,700 --> 00:00:48,200 order. My food, get it and leave, but I 11 00:00:48,200 --> 00:00:53,500 didn't actually check the hours that they closed and apparently 12 00:00:53,800 --> 00:01:02,000 they closed at 8:00 p.m. and I got there around 810, I think 13 00:01:02,300 --> 00:01:04,099 they were just, they were closing the door. 14 00:01:04,099 --> 00:01:07,200 There were still people inside, you know, finishing their food, 15 00:01:07,700 --> 00:01:11,200 but I walked in just as the person was closing the door. 16 00:01:11,900 --> 00:01:15,200 And as I walked in, he kind of looked at me and I kind of 17 00:01:15,200 --> 00:01:20,000 looked at him and we bought we both looked kind of confused 18 00:01:20,400 --> 00:01:23,900 like what is happening right now and they're walking up to the 19 00:01:23,900 --> 00:01:26,900 counter. And finally, he says, are you 20 00:01:26,900 --> 00:01:32,600 here to pick something up? And I say well yes, but I have 21 00:01:32,600 --> 00:01:37,600 to order it first because I didn't realize that this man was 22 00:01:37,600 --> 00:01:41,500 actually trying to close the restaurant and he says, Go. 23 00:01:41,500 --> 00:01:48,900 But we're closed and I said, oh no, you are really and he says, 24 00:01:48,900 --> 00:01:53,300 yes and I'm still looking at him because my brain had not really 25 00:01:53,300 --> 00:01:55,200 caught up. You know, I kind of had this 26 00:01:55,200 --> 00:01:58,600 plan, I'm going to order, you know, my favorite food and I'm 27 00:01:58,600 --> 00:02:01,800 going to go home and eat it and I you know my brain just kind of 28 00:02:01,800 --> 00:02:06,100 got stuck in that moment of oh but no I was I was planning to 29 00:02:06,100 --> 00:02:08,400 get something here. So he's looking at me, I'm 30 00:02:08,400 --> 00:02:11,200 looking at him and at this point, now there are a couple 31 00:02:11,400 --> 00:02:14,100 Other staff members looking at us. 32 00:02:14,700 --> 00:02:19,600 And so the guy says, well what did you want to get? 33 00:02:20,200 --> 00:02:24,900 And I say a chicken rice bowl, would it be possible to get a 34 00:02:24,900 --> 00:02:29,200 chicken rice bowl and he looks over at his colleagues and they 35 00:02:29,200 --> 00:02:32,400 have you know, the kind of confer for a moment and then I 36 00:02:32,408 --> 00:02:34,900 see them nodding and he turns back to me it's like okay we can 37 00:02:34,900 --> 00:02:37,800 do that. I said really oh my gosh, thank 38 00:02:37,800 --> 00:02:40,800 you so much. So I order my chicken rice bowl. 39 00:02:41,300 --> 00:02:45,700 And, you know, they bring it to me a few minutes later and I get 40 00:02:45,700 --> 00:02:48,500 it and I leave and I'm feeling so grateful. 41 00:02:49,300 --> 00:02:52,900 And there are a couple of things that happened in that moment 42 00:02:52,900 --> 00:02:56,900 that I feel beautifully illustrate, these three concepts 43 00:02:56,900 --> 00:03:00,100 of decision-making, discretion and influence. 44 00:03:00,600 --> 00:03:04,800 So decision-making in that moment, someone had made a 45 00:03:04,808 --> 00:03:10,500 decision, not at the level of the team that was running the 46 00:03:10,500 --> 00:03:13,300 restaurant. But Someone else had made the 47 00:03:13,300 --> 00:03:18,000 decision that we close at. 8:00, that was a decision that had 48 00:03:18,000 --> 00:03:22,100 been made. Now in that moment as they were 49 00:03:22,100 --> 00:03:27,200 closing, that person had the discretion meaning he had the 50 00:03:27,200 --> 00:03:32,900 power to decide in that moment. The power to choose what to do 51 00:03:32,900 --> 00:03:37,700 with this woman who walks in after their official closing 52 00:03:37,700 --> 00:03:43,100 hours, who is looking for. Or a chicken rice ball. 53 00:03:43,400 --> 00:03:46,200 He had this moment of discretion where he could choose. 54 00:03:46,200 --> 00:03:49,600 Do we just say, so sorry. Come back tomorrow. 55 00:03:50,300 --> 00:03:53,100 Or, you know, I'm and I'm guessing that they were also 56 00:03:53,100 --> 00:03:56,700 thinking about how we packed everything up. 57 00:03:56,700 --> 00:04:00,000 What, where are we in our process of closing down the 58 00:04:00,000 --> 00:04:03,200 kitchen and cleaning things up, you know, maybe they don't have 59 00:04:03,500 --> 00:04:05,600 the ingredients and things ready anymore. 60 00:04:05,600 --> 00:04:09,600 Maybe they put it all away. So he had a moment of discretion 61 00:04:09,600 --> 00:04:13,400 where even though the Vision had been made, we close at 8:00, 62 00:04:13,500 --> 00:04:18,399 there was still a measure of possibility, a measure of Grace, 63 00:04:18,500 --> 00:04:26,100 that they could choose to extend, to me, if they desire to 64 00:04:26,800 --> 00:04:33,100 and then in that moment, also I had this ability to influence 65 00:04:33,600 --> 00:04:39,700 what happened next. So, part of it was simply making 66 00:04:39,700 --> 00:04:44,800 the ask I could have, you know, seen the door closing and read 67 00:04:44,800 --> 00:04:48,000 the hours on the little you know, on the sign at the front 68 00:04:48,000 --> 00:04:50,700 door and said oh it I'm too late. 69 00:04:50,700 --> 00:04:52,800 I could have just decided to go home. 70 00:04:52,800 --> 00:04:55,200 Had I noticed or when he first said? 71 00:04:55,200 --> 00:04:59,100 Oh sorry we're closed. I could have just said, oh, I'm 72 00:04:59,100 --> 00:05:00,400 so sorry. I didn't realize. 73 00:05:00,400 --> 00:05:02,000 Okay, thanks so much, I'll see you. 74 00:05:02,400 --> 00:05:07,700 But in that moment I was able to influence a different outcome 75 00:05:07,700 --> 00:05:10,800 and I think of this a little bit like managing up this. 76 00:05:11,300 --> 00:05:14,000 Really had all of the formal power. 77 00:05:14,000 --> 00:05:16,700 I mean it was it was the restaurant, they were the staff, 78 00:05:16,700 --> 00:05:20,400 they were running it, but in that moment I was able to manage 79 00:05:20,400 --> 00:05:22,700 up a little bit. I was able to influence what 80 00:05:22,700 --> 00:05:29,300 happened, simply by the way that I asked simply by questioning, 81 00:05:29,800 --> 00:05:33,200 you know, not challenging not like, well, I'm here. 82 00:05:33,200 --> 00:05:34,800 You should. You should do this. 83 00:05:35,300 --> 00:05:40,400 But simply kind of being available for an alternative 84 00:05:40,500 --> 00:05:43,900 thing. To happen, simply by kind of 85 00:05:44,000 --> 00:05:46,200 maintaining the sense of possibility. 86 00:05:46,200 --> 00:05:48,700 Is it possible to get a chicken rice bowl? 87 00:05:49,300 --> 00:05:50,600 You know? Okay, I understand that is 88 00:05:50,600 --> 00:05:53,900 closed and I'm wondering is this possible? 89 00:05:54,800 --> 00:05:59,600 And then with their discretion, they chose to offer me some 90 00:05:59,600 --> 00:06:02,300 Gray's and yes, to prepare this food for me. 91 00:06:03,000 --> 00:06:07,100 And there are so many instances in your work life where you want 92 00:06:07,100 --> 00:06:08,800 to be aware of these three things. 93 00:06:08,900 --> 00:06:11,100 Sometimes you will be the decision. 94 00:06:11,300 --> 00:06:15,700 Girl and your job is to make a decision. 95 00:06:15,900 --> 00:06:20,000 It is very important that you understand how you make 96 00:06:20,000 --> 00:06:23,000 decisions. A lot of us, initially, make 97 00:06:23,000 --> 00:06:28,500 decisions on kind of a reflexive or reactive mode. 98 00:06:28,800 --> 00:06:33,100 Meaning we make decisions based on what we think other people 99 00:06:33,100 --> 00:06:36,100 will feel. We try to make decisions to 100 00:06:36,100 --> 00:06:39,100 manage other people's emotions in advance. 101 00:06:39,400 --> 00:06:42,800 We make decisions because we are Afraid of conflict. 102 00:06:42,800 --> 00:06:45,300 Or we are afraid of letting people down. 103 00:06:45,500 --> 00:06:48,900 We make decisions because there's a fear of being wrong, 104 00:06:49,200 --> 00:06:52,400 or of messing up. And sometimes the way I see 105 00:06:52,400 --> 00:06:55,700 this, for example, if someone will think will say, oh, I make 106 00:06:55,700 --> 00:06:58,800 decisions based on, you know, lots of research. 107 00:06:59,300 --> 00:07:03,300 But what that turns into is? It turns into spending way more 108 00:07:03,300 --> 00:07:06,300 time than you need to, in doing the research. 109 00:07:06,300 --> 00:07:09,500 Research can be quite infinite if you don't set a boundary and 110 00:07:09,500 --> 00:07:13,500 kind of a hard stop, When you'll make that decision, you can be 111 00:07:13,500 --> 00:07:17,600 researching things for forever, because there's always more to 112 00:07:17,600 --> 00:07:20,000 discover. And what it really is. 113 00:07:20,000 --> 00:07:25,000 It's almost like a fear of committing to a choice because 114 00:07:25,000 --> 00:07:29,000 then you will feel a little more out of control like you won't be 115 00:07:29,000 --> 00:07:32,000 able to ensure that outcome that you want. 116 00:07:32,008 --> 00:07:34,700 And what you're really trying to do is you're trying to manage 117 00:07:34,700 --> 00:07:39,600 uncertainty through excessive research, but there's always a 118 00:07:39,600 --> 00:07:43,100 trade-off in terms. Of extending that decision. 119 00:07:43,300 --> 00:07:48,600 And in terms of the time it will take to then get to the next 120 00:07:48,900 --> 00:07:51,500 step. Also, sometimes people will say, 121 00:07:51,500 --> 00:07:54,400 oh, I'm just very data-driven so they'll make a decision based on 122 00:07:54,400 --> 00:08:00,900 data, but completely ignore the human component so they'll 123 00:08:00,900 --> 00:08:04,500 Overlook the emotional part. It's interesting. 124 00:08:04,500 --> 00:08:08,200 It can go either way, right? We either over focus on the 125 00:08:08,200 --> 00:08:11,600 emotion and their decision-making or we Can 126 00:08:12,000 --> 00:08:15,500 disregard it or just not be aware of it at all. 127 00:08:16,100 --> 00:08:19,100 And sometimes we make decisions like our process for making 128 00:08:19,100 --> 00:08:23,500 decisions is all about avoiding confrontation, which is another 129 00:08:23,700 --> 00:08:27,000 side of I think people-pleasing is yes. 130 00:08:27,000 --> 00:08:29,900 Like we have this desire that people feel good about the 131 00:08:29,900 --> 00:08:34,299 decisions we make, but the other side of that is if you fear a 132 00:08:34,299 --> 00:08:38,700 confrontation will happen based on the decision you make. 133 00:08:39,000 --> 00:08:43,100 And just as one example I had this experience once where I was 134 00:08:43,500 --> 00:08:47,500 in a program and the woman who was running the program was 135 00:08:47,500 --> 00:08:54,500 deciding, when to host our call the group call and being, you 136 00:08:54,508 --> 00:08:56,700 know, she's a very consensus-driven person. 137 00:08:56,700 --> 00:09:01,800 She wanted to take everyone's schedule and needs into account 138 00:09:02,100 --> 00:09:05,200 and for me, the thing that was so frustrating was I just wanted 139 00:09:05,200 --> 00:09:07,900 her to make a decision. Just tell us when it's going to 140 00:09:07,900 --> 00:09:13,000 be and she was so committed to Is that the decision-making 141 00:09:13,000 --> 00:09:15,400 process when around and around and around? 142 00:09:15,400 --> 00:09:19,600 Because, of course, it is going to be difficult to find the one 143 00:09:19,600 --> 00:09:23,000 time of day in the week, when you've got people in different 144 00:09:23,000 --> 00:09:27,700 time zones, the one time that will accommodate everybody and 145 00:09:27,700 --> 00:09:31,400 for my part, it would have been so much easier and often what we 146 00:09:31,400 --> 00:09:36,000 look to our leaders and our managers to do is, please make a 147 00:09:36,000 --> 00:09:39,400 clear decision so that we can all then move forward. 148 00:09:39,600 --> 00:09:44,100 So you want to know Sort of what is your decision making process. 149 00:09:44,100 --> 00:09:48,100 What is the default? And you also want to go a little 150 00:09:48,100 --> 00:09:54,100 deeper and say, what's behind? That is my desire for doing a 151 00:09:54,108 --> 00:09:59,000 lot of research is that really being driven by a fear of being 152 00:09:59,000 --> 00:10:03,000 perceived as wrong? Or am I really worried about 153 00:10:03,000 --> 00:10:06,600 other people's emotions? You know, I like my initial 154 00:10:06,600 --> 00:10:09,600 thought is oh, I like to be very consensus-driven but what's 155 00:10:09,600 --> 00:10:12,700 behind? That is it Fear of how other 156 00:10:12,700 --> 00:10:17,000 people will respond emotionally. Is it because there's a fear of 157 00:10:17,000 --> 00:10:20,600 potential conflict or just feeling bad that somebody will 158 00:10:20,600 --> 00:10:24,300 be disappointed. You want to understand how that 159 00:10:24,300 --> 00:10:29,600 works for you especially as you rise in your career because you 160 00:10:29,600 --> 00:10:35,900 will have more decisions to make often with higher levels of 161 00:10:35,900 --> 00:10:39,200 uncertainty and imperfect information. 162 00:10:39,800 --> 00:10:43,000 So getting Being comfortable with that, the other thing. 163 00:10:43,000 --> 00:10:45,600 So around discretion is that sometimes, when you're managing 164 00:10:45,600 --> 00:10:49,600 people, you will not necessarily be the person who makes the 165 00:10:49,600 --> 00:10:54,200 high-level decision, but it will be yours to implement, or to 166 00:10:54,200 --> 00:10:57,000 communicate. And that is where you have 167 00:10:57,000 --> 00:11:00,800 discretion in. How do you want to implement 168 00:11:00,800 --> 00:11:05,000 this decision? How do you want to communicate 169 00:11:05,000 --> 00:11:07,600 this decision? And I'm thinking specifically 170 00:11:07,600 --> 00:11:12,000 now about layoffs. So it might come to Is that 171 00:11:12,000 --> 00:11:16,800 someone in a higher level of leadership, has made a decision 172 00:11:17,200 --> 00:11:23,100 to lay off someone on your team or multiple people on your team 173 00:11:23,700 --> 00:11:27,300 that was not your decision. It was a decision that someone 174 00:11:27,300 --> 00:11:32,500 else made and now your job is to communicate that and to, you 175 00:11:32,500 --> 00:11:36,600 know, kind of implement it. So now you have discretion 176 00:11:36,900 --> 00:11:42,200 around how you want to do that. And we've seized a lot of 177 00:11:42,200 --> 00:11:44,100 stories. I feel like right now about 178 00:11:44,100 --> 00:11:46,800 people who do it really poorly as well as people who do it. 179 00:11:46,800 --> 00:11:52,500 Well, so an example of of poorly doing it might be just sending a 180 00:11:52,508 --> 00:11:57,400 bulk email to people or it might be something very depersonalized 181 00:11:57,400 --> 00:12:01,900 or something that is not focused on the effect that this will 182 00:12:01,900 --> 00:12:05,400 have on the other person, but just making it sound like a very 183 00:12:05,400 --> 00:12:07,700 kind of cold, impersonal business decision. 184 00:12:08,300 --> 00:12:11,200 You have the discretion to ask Yourself. 185 00:12:11,300 --> 00:12:15,500 How can I communicate this in a way that is compassionate? 186 00:12:15,500 --> 00:12:20,800 That is Humane in a way that can help support this person as they 187 00:12:20,800 --> 00:12:24,500 transition out of this job into whatever they go. 188 00:12:24,500 --> 00:12:30,100 Next what you know, what is it within my discretion to make 189 00:12:30,100 --> 00:12:34,000 this as painless and supportive and helpful as possible? 190 00:12:34,200 --> 00:12:38,400 Notice it knowing that of course, nobody wants to get laid 191 00:12:38,400 --> 00:12:42,500 off unexpectedly. Sometimes that's a decision that 192 00:12:42,500 --> 00:12:45,500 somebody else makes in your organization, you still have 193 00:12:45,500 --> 00:12:49,100 that discretion that power to choose. 194 00:12:49,200 --> 00:12:54,200 How will this go could go in a few different ways and then 195 00:12:54,400 --> 00:13:01,500 influence becoming aware of how much influence you have and how 196 00:13:01,500 --> 00:13:05,300 you want to use it. Because as you start thinking 197 00:13:05,300 --> 00:13:07,400 about this, you begin to understand. 198 00:13:07,700 --> 00:13:13,500 Oh, everyone else also has a certain measure of discretion in 199 00:13:13,500 --> 00:13:18,300 the way they do things and part of your work as a manager, and 200 00:13:18,300 --> 00:13:23,300 as a leader, is to use your influence, your ability to 201 00:13:23,300 --> 00:13:28,200 affect what happens next in an intentional way. 202 00:13:28,200 --> 00:13:33,400 So, when I sing influence, I don't mean being coercive or, 203 00:13:33,400 --> 00:13:40,400 you know, like demanding or anything like that but it's 204 00:13:40,400 --> 00:13:42,000 more. I have this awareness of when 205 00:13:42,000 --> 00:13:47,800 we're in a relationship when we are in an ecosystem like in a 206 00:13:47,800 --> 00:13:53,500 shared relational ecosystem, then the way that you show up 207 00:13:53,500 --> 00:13:59,800 the way that you communicate the way that you respond to others. 208 00:14:00,600 --> 00:14:06,700 Absolutely will influence what happens next. 209 00:14:07,100 --> 00:14:11,100 So for example, if someone comes to you and they have Have some 210 00:14:11,100 --> 00:14:15,900 really hard feedback for you, how you respond can influence. 211 00:14:15,900 --> 00:14:19,800 What happens next or if someone comes to you with a mistake, 212 00:14:19,800 --> 00:14:21,600 they say, oh my gosh, I'm so sorry. 213 00:14:21,600 --> 00:14:24,000 I made this mistake and I'm now, I'm now really worried. 214 00:14:24,000 --> 00:14:28,000 I'm not sure what to do. What happens next, how you 215 00:14:28,000 --> 00:14:31,500 choose to respond will influence, kind of that 216 00:14:31,500 --> 00:14:36,400 relationship and what, and what happens, one of my favorite 217 00:14:36,400 --> 00:14:39,800 tools, or maybe, it's not even a tool, it's just a mindset, is 218 00:14:39,800 --> 00:14:45,100 that anytime Someone is coming with feedback or saying I've 219 00:14:45,100 --> 00:14:49,000 made a mistake. My favorite go-to response is. 220 00:14:49,300 --> 00:14:53,500 Thank you for telling me because my mindset is, I would rather 221 00:14:53,500 --> 00:14:57,300 have you tell me directly and quickly so that we can address 222 00:14:57,300 --> 00:15:00,400 it. If it's unsolicited feedback. 223 00:15:00,500 --> 00:15:03,000 Sometimes if you feel kind of ambushed like you weren't 224 00:15:03,000 --> 00:15:05,700 expecting this feedback. It can feel a little 225 00:15:05,700 --> 00:15:08,400 confronting. But again, I would rather have 226 00:15:08,400 --> 00:15:10,400 someone tell me directly to my face. 227 00:15:10,500 --> 00:15:14,500 Ace then either talk about me behind my back or feel this 228 00:15:14,500 --> 00:15:18,700 lingering resentment that pops up in the form of passive 229 00:15:18,700 --> 00:15:23,100 aggressive behavior. That is much more challenging to 230 00:15:23,100 --> 00:15:26,000 address but if someone just comes and says hey I want to 231 00:15:26,008 --> 00:15:28,100 give you some feedback about X Y and Z. 232 00:15:28,600 --> 00:15:30,700 My first genuine response can be. 233 00:15:31,500 --> 00:15:33,700 Thank you for telling me. I'm glad that you're being 234 00:15:33,700 --> 00:15:37,600 direct and then you can choose what you want to do with that. 235 00:15:37,600 --> 00:15:40,300 Because remember, not all feedback is. 236 00:15:40,500 --> 00:15:45,500 Of equal value you want to be intentional and selective about 237 00:15:45,500 --> 00:15:48,600 the feedback you take to heart and the feedback that you simply 238 00:15:48,600 --> 00:15:50,900 Let Go. By is someone else's opinion 239 00:15:50,900 --> 00:15:56,800 about how you should be. So, becoming aware of how does 240 00:15:56,800 --> 00:16:02,200 influence work around you? How much influence you have to 241 00:16:02,200 --> 00:16:05,900 affect the discretion, the choices of others? 242 00:16:05,900 --> 00:16:10,300 And then also, you know, as I mentioned before being clear 243 00:16:10,300 --> 00:16:13,300 about about what are the decisions that are yours to 244 00:16:13,300 --> 00:16:16,500 make? And when a decision is not yours 245 00:16:17,000 --> 00:16:22,400 then, how does your discretion fit into that and maybe even how 246 00:16:22,400 --> 00:16:26,000 might you influence a decision maker? 247 00:16:26,400 --> 00:16:30,100 And sometimes that is, by the way that you communicate, the 248 00:16:30,100 --> 00:16:34,400 way that you share information the way that you share your 249 00:16:34,400 --> 00:16:38,400 perspective, there are so many different ways to think about 250 00:16:38,400 --> 00:16:41,900 it, so that is what I wanted. To share with you. 251 00:16:42,100 --> 00:16:45,300 Oh, and one more thought. This is a note that I wanted to, 252 00:16:45,300 --> 00:16:49,200 for sure, mention to you, is that when you are thinking 253 00:16:49,200 --> 00:16:54,200 about, how to make a decision, or when you are thinking about 254 00:16:54,200 --> 00:16:58,700 what is within your discretion, you know, what is your power to 255 00:16:58,800 --> 00:17:03,800 choose within a certain space? I want to encourage you to also 256 00:17:04,000 --> 00:17:10,000 consider an equitable lens. And by that, I mean for example 257 00:17:10,200 --> 00:17:16,599 if If you have a team that is dispersed across different time 258 00:17:16,599 --> 00:17:21,900 zones and you know that if you schedule any event online that 259 00:17:21,900 --> 00:17:26,099 everyone needs to come to you know that it will be a greater 260 00:17:26,099 --> 00:17:31,000 inconvenience for some folks than for others just because 261 00:17:31,000 --> 00:17:37,700 that's the math of global time zones and schedules be mindful 262 00:17:37,700 --> 00:17:40,300 and think about what is, you know, how? 263 00:17:40,900 --> 00:17:46,600 The idea of an equitable outcome influence your decision-making. 264 00:17:46,900 --> 00:17:50,800 Meaning if you know, someone will have to accommodate and 265 00:17:50,800 --> 00:17:55,800 perhaps be more inconvenienced, who will those people be and 266 00:17:55,800 --> 00:17:58,500 why. And just being mindful that we 267 00:17:58,500 --> 00:18:03,400 don't fall into a pattern of some people always having to 268 00:18:03,400 --> 00:18:10,300 accommodate or adjust to others. This is also helpful in terms of 269 00:18:10,400 --> 00:18:13,800 Thinking about like just understanding your team as 270 00:18:13,800 --> 00:18:17,000 humans. So for example if you have some 271 00:18:17,000 --> 00:18:21,600 people on your team who are parents of young children the 272 00:18:21,600 --> 00:18:26,100 way that they think about their availability might be different 273 00:18:26,100 --> 00:18:31,800 than if you have people on your team who are not parents or who 274 00:18:31,800 --> 00:18:35,300 are parents of adult children who are no longer in the home, 275 00:18:35,700 --> 00:18:39,400 the way they think about what they are available for, might be 276 00:18:39,500 --> 00:18:41,800 different. And this is not to say that you 277 00:18:41,808 --> 00:18:46,200 need to do kind of these like invasive profiles of people's 278 00:18:46,200 --> 00:18:52,000 personal lives but it is helpful to think in terms of these are 279 00:18:52,000 --> 00:18:57,300 humans and we are multifaceted and we can be most effective 280 00:18:57,300 --> 00:19:01,700 when we also consider the Equitable lens realizing, how 281 00:19:01,700 --> 00:19:07,600 will this affect the different humans that are on this team as 282 00:19:07,600 --> 00:19:09,100 one? Also example. 283 00:19:09,100 --> 00:19:13,800 So I'm currently Lee facilitating a series of group 284 00:19:13,800 --> 00:19:19,900 sessions on self-care for this group of entrepreneurs who are 285 00:19:19,900 --> 00:19:21,900 participating in This Global program. 286 00:19:22,100 --> 00:19:23,700 And because it is a global program. 287 00:19:23,700 --> 00:19:25,500 And people are all around the world. 288 00:19:25,800 --> 00:19:31,300 I am doing two sessions one in the morning Pacific and one at 289 00:19:31,300 --> 00:19:36,800 11 p.m. at night. So, that is not ideal for me, 290 00:19:37,200 --> 00:19:40,900 however, in my, you know, discretion, Don't have the 291 00:19:40,900 --> 00:19:42,700 discretion. I did have the ability to say, 292 00:19:42,700 --> 00:19:45,800 no, I'm not available for that. But what I thought about, in 293 00:19:45,808 --> 00:19:49,700 terms of making that decision was understanding, people will 294 00:19:49,700 --> 00:19:53,800 have to accommodate because I mean we're doing this globally. 295 00:19:53,800 --> 00:19:56,800 We've got people in every you know almost every major time 296 00:19:56,800 --> 00:19:59,600 zone around the world. So everyone will be flexing a 297 00:19:59,600 --> 00:20:03,000 little bit. And for my part, I really wanted 298 00:20:03,000 --> 00:20:09,300 to be able to offer a time that would be available for this one 299 00:20:09,700 --> 00:20:12,200 group. Up of folks who are on a 300 00:20:12,200 --> 00:20:15,500 different side of the world to me and I thought, you know, I I 301 00:20:15,500 --> 00:20:18,900 mean I could not schedule it at 11 p.m. at night, but that would 302 00:20:18,900 --> 00:20:23,200 ask more of them. And in terms of equity and in 303 00:20:23,200 --> 00:20:27,000 terms of wanting to design an experience where I knew some of 304 00:20:27,000 --> 00:20:30,300 us are going to have to flex a little outside of our 305 00:20:30,300 --> 00:20:33,700 convenience. I decided I'm willing to take 306 00:20:33,700 --> 00:20:37,600 that on like and also this is sustainable for me, this is not 307 00:20:37,600 --> 00:20:44,200 everyday, this is, you know, like Just a few specific days 308 00:20:44,200 --> 00:20:46,900 over the next two months and like, I am willing to do this. 309 00:20:46,900 --> 00:20:50,100 I can do this. And so we had our first session, 310 00:20:50,100 --> 00:20:53,500 it was 11:00 at night, I want to say, I did pretty good for never 311 00:20:53,500 --> 00:20:56,400 being a person who is not often awake at that time, but I 312 00:20:56,408 --> 00:21:00,600 prepared and it was really satisfying to be able then to 313 00:21:00,600 --> 00:21:06,000 offer this to folks in a way that made it easier for them to 314 00:21:06,000 --> 00:21:08,900 attend. So, that is what I wanted to 315 00:21:08,900 --> 00:21:11,500 share, you know, and as you go through, Through your work this 316 00:21:11,500 --> 00:21:16,300 week, just have a little bit of awareness around you know, what 317 00:21:16,300 --> 00:21:18,000 are the decisions that are yours? 318 00:21:18,300 --> 00:21:22,000 What it did is it decisions that happen above you that you then 319 00:21:22,000 --> 00:21:26,000 have discretion around implementing and then notice how 320 00:21:26,000 --> 00:21:30,200 influence Works, notice how you might influence, the way other 321 00:21:30,200 --> 00:21:33,900 people use their power of discretion or decision, making 322 00:21:34,200 --> 00:21:39,400 becomes really interesting and presents this whole other way of 323 00:21:39,400 --> 00:21:44,000 being Of at work. So, thank you so much for 324 00:21:44,000 --> 00:21:46,300 listening. If you want to work with me a 325 00:21:46,300 --> 00:21:52,100 one-on-one, then book a consult in the show notes below and 326 00:21:52,100 --> 00:21:55,500 also, I will be offering another group program. 327 00:21:55,600 --> 00:21:59,200 So, to make sure that you hear about that, get on my mailing 328 00:21:59,200 --> 00:22:01,500 list. You can also find that in the 329 00:22:01,500 --> 00:22:04,100 show notes below. All right, thanks so much for 330 00:22:04,100 --> 00:22:06,600 listening. I'll talk to you next time. 331 00:22:11,000 --> 00:22:15,800 Hey, before you go if you like this podcast, leave a review. 332 00:22:16,300 --> 00:22:19,700 Tell me why you listen and what has helped you? 333 00:22:20,100 --> 00:22:22,200 Thanks so much. I'll see you next time.