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Welcome to the new manager 
podcast. 

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

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I hope you're doing well, and 
that you had a very restful 

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holiday season, and you're now 
feeling replenished. 

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I feel like January always feels
like a reset like it's a blank 

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sheet of paper. 
And what do you want to create 

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on it? 
So, I hope you're also enjoying 

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a Feeling. 
Have a fresh start, a new page. 

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It's time to begin. 
So when I was thinking of what I

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wanted to share for this 
episode, two things came to mind

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one. 
Is that a few of my clients who 

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have just started with me. 
Their companies are paying for 

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them to work with me. 
They are covering the cost out 

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of their professional 
development budget. 

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And so I wanted to to mention 
that and remind you that you 

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might have resources available 
to pay for coaching. 

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It may simply be a question of 
just asking and submitting a 

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request for approval and related
to that. 

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I think there are a lot of 
companies, a lot of 

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organizations right now, who are
looking for more ways to support

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employees. 
Not just because it has been a 

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rough couple of years with the 
pandemic and a lot of companies.

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I think are just trying to 
figure out like how how do we 

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keep people from quitting? 
How do we support people to get 

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the work done? 
We don't know anymore. 

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Maybe we'll just give them some 
some support through 

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professional development. 
Let's try that. 

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I think there's just a genuine 
desire to figure out like, how 

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can we support our people more? 
And this is something I see not 

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just with really big 
organizations, but also with 

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really A small ones, I think 
across Industries. 

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There's a growing awareness and 
recognition that people want to 

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learn. 
You want to learn how to do your

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job better, you want to know how
to manage people. 

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And so, rather than kind of 
bottleneck that learning within 

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the organization. 
It's actually a lot easier to 

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invite you to say, you know, 
what, find a coach find a 

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training and then just tell us 
how much it costs and will cover

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the cost of it. 
It's just easier that way than 

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trying to get everybody into the
same training. 

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It's just it's just easier. 
So there's that and also the 

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other piece of this I wanted to 
share with you is that in the 

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beginning of the year. 
This is a wonderful time to 

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begin to set out your roadmap, 
for your professional 

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development and growth. 
So whether you are a new manager

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or Your team is going to be 
growing or maybe managing people

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is the next stage for you, and 
you're trying to prepare for new

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levels of responsibility. 
January is a really good time 

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because we come out of the year.
We've typically done some 

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reflection. 
We've gone through the 

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performance review cycle. 
You might have even done a 

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little bit of soul-searching. 
Do you even want to stay in this

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company? 
Do you want to stay in this 

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career? 
Are you looking for a change? 

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Is? 
Something that you want to do 

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differently. 
This is the time to think about 

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the year in front of you and to 
ask, what skills? 

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Will you need to develop or 
improve in order to get to where

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you want to go? 
What are the skills or the 

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mindset, or the things you will 
need to grow in order to do the 

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work you want to do with the 
people? 

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All you want to do it with in 
the organization that you want 

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to work in because as you start 
thinking, now, you want to set 

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your plan, you want to start 
making things happen. 

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And you also want to begin to 
signal to your manager that you 

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have thought about this that you
are taking full responsibility 

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for your professional 
development, for your career 

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growth, you know. 
How much that helps your boss, I

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think, when I was managing a 
team had 18 people. 

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I didn't know what each of them 
wanted in their career. 

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It would have been so much work 
for me as their manager, to try 

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to understand. 
What does everybody want. 

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And what do they need to grow? 
And like, if my team members are

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just come to me and said, hey 
Kim, this is what I wear. 

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I see myself in the Coming year.
I want to get better at this. 

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So I'm going to be doing these 
things. 

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I wanted to let you know, you 
know, maybe you have some advice

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for me. 
But if my team member had come 

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to me with that level of 
responsibility and ownership. 

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I would have said. 
Thank you so much. 

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Yes, how can I support you? 
So, I think sometimes there's 

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this myth or this 
misunderstanding that if someone

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is a manager, if, you know, the 
person that you report to, they 

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must be in this higher. 
Level of responsibility because 

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they know what they're doing. 
And it's not always true. 

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And I mean, this in the most 
loving way and also for you if 

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you're a manager and you're 
feeling worried like I'm the 

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manager, I should know what I'm 
doing. 

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It's okay. 
If you don't a lot of managers 

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would like we're all making it 
up. 

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As we go along. 
We're all figuring it out one 

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step at a time. 
And I think that given the last 

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two years and with all of this 
working from home. 

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It's actually become more 
challenging for managers to 

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understand when people are 
struggling what they're 

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struggling with and how do they 
want to grow personally and 

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professionally a lot of folks. 
Rebalanced their priorities 

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around family or around passion 
projects or just deeply 

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re-evaluated What mattered to 
them. 

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And so are now making different 
decisions about that in the 

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workplace. 
It's hard for a manager to be 

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able to have that kind of 
insight because there are just 

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less points of contact and less 
visibility to what people are 

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doing and thinking. 
So it is January when You think 

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about what you're doing, what 
you want to be doing? 

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What are the skills, you will 
need, how will you need to grow 

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in confidence, or in abilities? 
Like what is it that you want 

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for yourself? 
You actually do a great service 

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to your manager, by owning that 
conversation taking 

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responsibility for that. 
And consider, if you're in an 

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organization that has budget. 
Allocated for professional 

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development. 
It is a good thing. 

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When you come to your 
organization and say, I found a 

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coach that I want to work with. 
I found a training that will 

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help me get better at X, Y and 
Z, so I can be more effective. 

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Like it is good because there is
money set aside for that and if 

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it's not used that actually 
becomes a problem. 

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So for many organizations the 
budget resets in January. 

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And if that is, you then this is
also a really timely moment to 

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be thinking strategically about 
what you want. 

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Make it easy for your boss to 
say. 

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Yes, and then, you know go 
follow through and and have 

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that. 
So all of this brings me to the 

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main, the main point that I 
wanted to talk with you today. 

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I've been thinking so much. 
About the work that I did this 

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year. 
Both in growing, my coaching my 

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coaching business. 
But also when I was working 

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internally with this Global 
organization on their manager, 

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development team, building up 
programs for them and if I have 

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to distill You know, the way 
that I think about what is it 

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that managers need like, what 
are the skills you need? 

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If I wanted to make it as simple
as possible. 

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What I've come to now, are these
three things? 

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Strategic thinking. 
Communication. 

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And decision-making. 
These three skills meaning their

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skills so you can get better at 
them. 

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If you don't think you're good 
at it right now. 

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That's okay. 
You can learn strategic, 

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thinking, communication and 
decision-making. 

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And what's great is that, when 
you look at these as like the 

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bones or the scaffolding of what
it means to Be an Effective 

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manager, then it doesn't matter.
What industry. 

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You're in, it really doesn't 
matter what size organization 

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you're in. 
It doesn't matter if you're in a

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really conservative industry or 
a really I was gonna say 

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irreverent. 
Maybe that is the other side 

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like a very irreverent. 
Very fly by the seat of your 

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pants industry. 
It doesn't matter what 

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leadership is sitting at the top
and I mentioned that 

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specifically. 
Because one thing I've seen is 

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that when you get a new leader 
sitting in at the very top of 

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the organization that can create
ripples around the culture, the 

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mission, what are our core 
values? 

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And then all of the internal 
Learning and Development moves 

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to line up with that? 
So there's a lot of ambiguity 

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and a lot of arbitrariness like 
you can kind of flip a coin and 

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Whatever, you know, whatever the
management book of the week, is 

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know that that is on the night 
table of the person sitting, at 

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the top will become the guidance
for how we work as a company. 

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Like, if you kind of move out, 
like, strip all that away and 

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you get down to what are the 
essential things that any person

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needs to be an effective 
manager? 

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No matter who's in the lead. 
Hip seed, no matter the 

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industry, no matter the size of 
the organization. 

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Like, what are those things? 
What are those core Essentials? 

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So when I talk about strategic 
thinking, we're talking about, A

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systems level view. 
We're talking about a relational

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view. 
How two things fit together. 

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And what I found is that a lot 
of times you won't give yourself

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credit for the level of 
strategic thinking you already 

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do. 
Because you don't see it. 

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That way, you think? 
Well, I'm just a hard worker. 

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But when you look through the 
lens of strategy, like that's 

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been your strategy. 
I'll just work hard or your 

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strategy might be find out who 
are the successful people and be

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like them and that might have 
worked for you throughout school

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and throughout the first part of
your career and then it stops 

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working and then, you know, you 
feel kind of lost and you don't 

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you don't know why it seems sort
of difficult. 

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So with strategic thinking We're
thinking about what is the 

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relationship between these 
different people, or Dynamics, 

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or forces? 
What is the, you know, the 

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system, how do, all these 
different things? 

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Relate to one another? 
That's what we mean when we talk

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about strategic thinking, we're 
also looking through the lens of

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time. 
So what are the decisions you're

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making now? 
Because you want to create what 

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outcome at the end of the 
quarter, at the end of the half 

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at the end of the year. 
The understanding of how one 

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piece influences other pieces. 
How something you do here 

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affects an outcome. 
That is what we talk about. 

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When we talk strategic thinking 
communication. 

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You want to become more 
effective and this is across 

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formats. 
So whether you're speaking, 

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whether you are writing, whether
You are listening, whether you 

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are giving feedback or asking 
for a feedback, whether you are 

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advocating for something. 
Maybe you are advocating for a 

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new hire or you are advocating 
for your team to get more 

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resources or you're advocating 
for yourself. 

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Communication is a tremendous 
part of that and it's one of the

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easiest things for people to do 
poorly, especially when we're 

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tired or fatigued, or we don't 
have as many like, as many data 

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inputs, because much signal 
coming in when we are working in

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person together, you're 
absorbing all of this 

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information about how two people
communicate when we are more 

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remote. 
It really challenges us. 

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To level up the quality of our 
communication because it's just 

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going to become more difficult 
when you don't have all of these

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incidental moments, where you 
can simply observe, or cross 

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paths with someone. 
You have to be more. 

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Deliberate. 
Communication is what can make 

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everything easier and it's often
the thing that makes everything 

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harder when you're not 
communicating clearly. 

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Or people are misunderstanding 
or there's just a lot of there's

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a lot of messaging happening but
not a lot of communication 

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happening. 
And then decision-making. 

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Oh my gosh, if you have ever 
worked with someone and they 

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just could not make a decision 
becomes so frustrating. 

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And when that's you, if you're 
either feeling overwhelmed, or 

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you're not sure what to decide. 
Because you can see the benefits

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and the fallbacks to both or Any
options when you're worried 

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about making the wrong decision,
when you're not sure whose 

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decision is this to make here, 
you waste so much time and you 

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spend so much energy thinking, 
and thinking, and thinking and 

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thinking and not being able to 
come to a decision. 

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So these three things that 
strategic thinking effective, 

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communication decision making, I
don't care how long Long, you've

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been at your job. 
If you're the newest hire or the

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most senior person if you're 
even the founder, I don't care 

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how big your company is. 
It could be like 20,000 people 

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worldwide. 
It could be two people. 

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Like these skills are so so 
necessary. 

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So and you know, I think 
honestly we tend to develop them

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very intuitively without paying 
a lot of attention to them and 

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it changes when you start to 
focus intentionally and say, 

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okay, I need to understand like 
what is my current strategic 

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perspective? 
Is that still working? 

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How might I love all that up. 
What is my current communication

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skill level. 
How is that working? 

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Where might I need to level that
up. 

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How do I make? 
Since how do I make decisions 

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right now? 
And is that working? 

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Do I need to level that up like 
checking in with each of those 

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skill sets and then 
intentionally choosing to 

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develop them incredibly 
incredibly valuable like for the

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entirety of your whole career 
and I will add for the entirety 

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of your life because those are 
skills that will serve. 

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You not just in the workplace. 
Ace. 

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But in your personal life as 
well. 

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I think it's one of the reasons 
I love the work that I do 

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because it's not just going to 
help you at work. 

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It's going to help you in your 
life. 

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So I want to share one specific 
example, connecting all the dots

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that we've been talking about 
today. 

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So let's say, let's taking this 
example of your career and your 

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professional development, and 
we're going to walk through each

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one of these skills and apply it
to the question of your Career 

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in your professional 
development. 

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So strategic thinking we're 
looking at. 

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What is it that you want to 
improve? 

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It doesn't have to be a 
weakness. 

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So strategic thinking can 
include realizing that you will 

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get more bang for your buck when
you focus on your strengths and 

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simply acknowledge. 
Yeah, there are some things I'm 

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not good at and that's okay. 
I understand that. 

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I'm not good at them and I am 
intentionally not going to put 

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My time there because I put my 
time and energy on this other 

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thing. 
There's a lot more value. 

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When I do that, you'll notice 
the higher rep people go. 

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The more they tend to surround 
themselves with other experts in

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complementary Fields. 
You don't need to be good at 

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everything. 
And in fact, it's often to your 

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detriment and to the 
organization. 

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If you try, this is also where 
there's going to be huge going 

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pains. 
If it's a really small 

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organization where everyone's 
had to wear a lot of hats as the

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company grows, you'll need to 
get more. 

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Specialized more process focused
a little bit more Niche, down in

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who's responsible for what, and 
this is where it learning how to

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delegate comes in and it can be 
so hard to let go of 

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responsibilities. 
If you feel like you're the only

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one, who knows how Do it the way
that you want to do it. 

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So strategic level thinking for 
your professional development. 

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What is it that you want to 
improve this year? 

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What are the skills that you're 
going to need for where you want

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to go? 
What is it that you will need to

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develop and improve in order to 
get the outcomes for the 

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business or for your team or for
your customers? 

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What will you want to develop 
this? 

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This year and when you might 
think strategically in terms of 

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when is your busy season? 
When do you tend to get 

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downtime? 
When are you going to be 

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onboarding new people and 
bringing people into your team 

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who might be able to then take 
on some of the responsibilities 

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that you're going to be handing 
off? 

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Like maybe part of your 
professional development is 

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getting ready to grow and scale 
and delegate and getting 

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everything ready so that when 
new people come on, they Get up 

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to speed really quickly, feel 
successful very quickly and 

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integrate with the least amount 
of friction and downtime. 

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With communication and your 
professional development. 

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You may need to research by 
asking questions or finding out 

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who do. 
I need to talk to to find out 

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about our professional 
development budget. 

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Does it cover coaching? 
Does it cover online programs? 

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How much money is available? 
How can I use it? 

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What's the process for 
submitting, a approval form? 

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You might even ask around. 
And hey, you know, I want to get

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really good at my manager. 
Effective manager skills who in 

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my organization has done that, 
they might recommend somebody or

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hey, I know this woman chemical,
she's amazing. 

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And I want to work with her. 
How can I find out what that 

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looks like how she works? 
And then how can I find out if 

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my company will cover that cost 
the other part of Communication 

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around professional development 
is when you have a plan or 

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wonder you have something that 
you want, you've identified. 

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Okay. 
There's this person. 

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I want to work with, it's going 
to cost this much. 

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We would you know, I want to 
start at this time. 

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Here's how it's going to fit in 
with my other work commitments. 

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So it won't get in the way of 
all of my other 

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responsibilities. 
Then you will want to present 

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your idea in a way that makes it
easy for the other person to 

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say. 
Yes, to you. 

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And this is both a little bit of
strategic thinking. 

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Like, how are you thinking 
about, what this person cares 

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about? 
Can you present your idea in a 

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way that is good for them and 
makes it easy for them to say. 

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Yes. 
Can you think through what their

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questions will be? 
Can you think through why this 

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is going to be an obvious? 
Yes. 

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Why it's going to be a great 
reason. 

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Do you all have that thinking? 
So that when you then 

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communicate and you present, 
your idea, you do it with 

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confidence. 
You've thought through the 

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different potential questions. 
They might ask, and you're 

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prepared with answers so that 
you can move forward and then 

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decision making for your 
professional development. 

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Watch out. 
If you're the person who wants 

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to do all the research, you can 
spend so much time. 

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And sometimes you need to be 
very honest with yourself. 

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And say, am I truly doing 
research? 

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Or am I delaying making a 
decision? 

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Now? 
I tell you this, as a person 

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who, when I go to buy 
toothpaste. 

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I want to look at every kind of 
toothpaste. 

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I want to see Are all of my 
options and then I want to 

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choose the very best one. 
So I understand if this is like 

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you you want to do all the 
research first. 

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Yes, but also be honest with 
yourself and realize is all this

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research and going down the 
rabbit hole of options. 

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Am I really doing this in order 
to make a decision or am I doing

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this? 
Because I am afraid of making 

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the wrong decision. 
And it is easier to stay in the 

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research stage because then I 
avoid making a clear decision 

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and then committing to going 
forward. 

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This is so valuable to know 
about yourself because part of 

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being a manager, part of working
with these other humans is you 

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will need to make decisions. 
You will not always have perfect

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information or all the right 
resources. 

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You will sometimes need to make 
the best decision. 

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You can given the current 
constraints and the available 

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information. 
You make that decision, you go 

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forward, rather than Les, delay,
delay delay, crowdsource, the 

365
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answer? 
Find out what everybody else 

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thinks it often doesn't help to 
get more clear. 

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It actually just makes you feel 
more conflicted and more 

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confused because of course 
everyone has different opinions 

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and different ideas. 
So this is what I wanted to 

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leave you with is as we're 
moving into the new year. 

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Take time to think through what 
will your professional 

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development roadmap? 
Look like this year, give some 

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strategic thought to what you 
want and why give some time to 

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the communication piece, both, 
having conversations and 

375
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figuring out who you need to 
talk to you, to get information 

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00:25:21,900 --> 00:25:26,300
about professional development 
budget, and the approvals 

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00:25:26,300 --> 00:25:31,300
process, and how all that works 
and to communicating your 

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desire. 
To have a coach or to put your 

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professional development plan 
into action. 

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And practice being intentional 
around making decisions. 

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When will you have made your 
decisions or which decisions you

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need to make by when it is 
really easy to say, I'll just 

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00:25:52,300 --> 00:25:56,500
decide this later and then time 
just goes by and you'll other 

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00:25:56,500 --> 00:26:01,400
forget about it or you'll become
Hasty or you'll just say, oh, 

385
00:26:01,400 --> 00:26:03,800
whatever. 
I'll just do this, you know, you

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00:26:03,800 --> 00:26:08,000
sort of do it without it being a
very intentional and thoughtful 

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00:26:08,300 --> 00:26:13,100
choice. 
So, think about when you're 

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going to do what for your, 
professional development this 

389
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year, and I'll close with this. 
You know, it's the beginning of 

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the year. 
It's 2022. 

391
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There is a lot of opportunity, 
not just within Industries. 

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I think every industry has been 
going through a pandemic 

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adjustment, pandemic, shake-up 
of some kind. 

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And but also within your own 
organization. 

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If you really like where you 
work, if you really like the 

396
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people that you work with, this 
is still a good time to take a 

397
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fresh look at who you want to 
be, what you want to do and how 

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00:26:58,000 --> 00:27:01,800
you want to do it in this coming
year within this organization. 

399
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There may be new opportunities 
that you don't fully see yet, 

400
00:27:08,400 --> 00:27:11,900
but they Might be just outside 
your peripheral vision. 

401
00:27:12,100 --> 00:27:17,300
That in fact they may come into 
existence because you have an 

402
00:27:17,300 --> 00:27:24,900
idea and you make a request or 
you pitch your team or your boss

403
00:27:24,900 --> 00:27:28,700
on an idea that you have. 
I think one of the things with 

404
00:27:28,700 --> 00:27:33,000
the pandemic it softened so many
of our assumptions about what 

405
00:27:33,000 --> 00:27:38,700
work looks like and this is so 
advantageous for. 

406
00:27:38,800 --> 00:27:41,200
For you, for me for all of us 
right now. 

407
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So consider that as you begin to
move into your ear. 

408
00:27:46,800 --> 00:27:49,100
All right. 
Thank you so much for listening 

409
00:27:49,100 --> 00:27:56,500
and I'll talk to you again next 
time when you're more effective 

410
00:27:56,500 --> 00:27:58,700
at work. 
You're happier in your life. 

411
00:27:59,000 --> 00:28:02,000
And when you're happier in your 
life, you're more effective at 

412
00:28:02,000 --> 00:28:05,100
work. 
I can help go to my website. 

413
00:28:05,100 --> 00:28:08,700
Kim nickel.com and sign up for a
coaching console. 

414
00:28:09,400 --> 00:28:10,700
It can get better. 
It can get better.