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The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!
00;00;00;00 - 00;00;23;29
Speaker 1
We're going to be talking about five skills your leaders need today. So here we are, that skills your leaders need today. And that means you two. Ian, who's a leader basically just about. Yeah, Yeah. You all? Yes. Thank you. Okay. Raise your hand if you're a leader of your own leaders. Okay? And. And really, the bar is pretty low, you guys, right?
00;00;24;01 - 00;00;45;26
Speaker 1
Anybody that's looking to you for any kind of guidance makes you a leader. All right. And it's more important today than it's ever, ever been. And so we all know what table talk is, How many people play cards and cable type. It's frowned upon. That's like a no no. But in this environment, table talk is like a real positive.
00;00;45;26 - 00;01;06;10
Speaker 1
And so anybody have. Okay, give me your name. Give me your name. What does it mean? Now? I want to see it too. Oh, it doesn't have a name tag on these these kinds of people, but get picked on. Okay. So, Joe, if you want if you are looking to get picked on, take your name, trade off. Okay.
00;01;06;16 - 00;01;30;00
Speaker 1
So, Ben, Ben is otherwise doing very well because he does have pen and paper out, which makes him the table recorder. Gentleman. Chuck. Yes, yes. The other. Ben So has pen or paper out or, or if you have an iPad, that would work as well. I do want a table recorder because we're going to do a little table talk.
00;01;30;07 - 00;01;49;11
Speaker 1
Gentlemen, at the back. I do want to pick on you. I am. I will. There are seats up here. There are empty seats. If you are leaving early, you may stay back there. I know you're going to act like you're leaving here. Like I'm joined. It's all about be inclusive. This can come up here with us. We would love to see, you know.
00;01;49;13 - 00;02;13;07
Speaker 1
Okay, so here's could somebody at the table decide they're going to be a recorder? And if you have paper, great. If not, that's what I want you guys to do is share very quickly, because this is the quickest amount of time I've ever done this presentation. But I as a good facilitator, you got to get people talking, okay?
00;02;13;09 - 00;02;34;20
Speaker 1
This is really not about me. It's about you. What are some adjectives that describe your best leader or your worst leader? You all know who this person is, okay? You don't need to name names. All right? But I do want you. Here are some. I just gave you a little help. Okay. How about Karen? Honest, kind, thoughtful. Bring it forward.
00;02;34;23 - 00;02;43;11
Speaker 1
Now we get you the negative ones here again. Insensitive, dishonest, oblivious. Weak, incompetent. Add to this list.
00;02;43;14 - 00;02;55;16
Speaker 2
Go where in how are we so poorly faced even though we have an excellent one and a sort of like if you're if you follow.
00;02;55;18 - 00;03;02;25
Speaker 1
The motivation motivational tool for this table.
00;03;02;27 - 00;03;03;29
Speaker 2
Micromanager.
00;03;04;02 - 00;03;18;12
Speaker 1
I'm sorry. My own manager, my program manager. So that's negative. Okay. We failed at what I did. I think part of that is I like that person person's yes, they feel then he goes into that forward thinker.
00;03;18;15 - 00;03;20;02
Speaker 2
Either forward thinker.
00;03;20;02 - 00;03;26;16
Speaker 1
Or words they think was her Reznor and her credits period.
00;03;26;18 - 00;03;35;23
Speaker 2
That we came up with for. Right. Billy came up with the negative. Oh, self-serving. She comes.
00;03;35;23 - 00;03;44;02
Speaker 1
Out in suburban, what we recall claimed about how could it are we got do I didn't get.
00;03;44;07 - 00;03;46;02
Speaker 2
Millionaire.
00;03;46;05 - 00;04;18;03
Speaker 1
Visionary All right let's back up you guys got this No just kidding you don't. You're right. All of those are great. Good and negative things to talk about. Winners. Guess what? For 17 years, I taught in organizational behavior class at IEP. I was called the three, six, six managing behavior in public organizations. It was really a ball. I mean, did I do it for too long?
00;04;18;03 - 00;04;44;17
Speaker 1
Yes. Was I growing my business at the same time? Yes. But it got me to be in rooms like this, Right. It got me really comfortable being up here, just talking, talking, talking, which sometimes can be, you know, boring, boring for it. And what I learned is first day class, every single time we have a moment like this, talk about your best manager, talk about your worst manager.
00;04;44;19 - 00;05;06;14
Speaker 1
Everybody has that person. Okay. What do you want to be? You want to be a good guy. You want to be a good guy or gal, right? You want to be that person. It's like they're amazing and now more than ever. So this is the why about me? Why am I pure? Why do I care about this? What do I care about?
00;05;06;17 - 00;05;29;28
Speaker 1
I've been an organizational freak since 1991, so I got my masters in industrial organizational psychology, and I knew exactly what I wanted to do. I wanted to study the connection between people being happier work and being productive at work at the time. We call it that employee satisfaction. Okay? There were not a ton of companies doing that in Indy in 1991, I will tell you that much.
00;05;30;01 - 00;05;59;13
Speaker 1
But Sheppard, Potomac Communications Company, a printing company, was hired me while I was still in grad school to start helping them track employee satisfaction and help make it better. So I was I was pretty lucky, right then. I decided, hey, what I really want to do is now work in-house. I want to like, do my own thing. So I start my own business and along the way and late in the game I discover Strength Fighter 2.0.
00;05;59;15 - 00;06;32;19
Speaker 1
And how did I discover this part? Does anybody know this but Strength Finder 2.0? So you guys, it was in that best selling area of the Barnes and Noble for so long. This is not a new book. It's 2005. It was a bestseller for more than seven years. And I was so annoyed by it, annoyed because I knew as somebody with, you know, a research background that there were no good personality assessments out there.
00;06;32;19 - 00;06;52;15
Speaker 1
And the only thing that organizations did with that was and I wouldn't say only thing, but primarily what I saw as a consultant and what I had seen firsthand is, Oh, we want to know your personality because we want to pigeonhole it. Okay, So will you take it real quick? Take it so that I can then it's like, oh, okay, That's who you are.
00;06;52;18 - 00;07;18;24
Speaker 1
And you go sit in the corner now, okay? Because I've got it. I got it in my head. All right. Thanks so much. I saw organizations misuse personality assessments, so I was very skeptical. I mean, more than that. Okay. But I finally break down and I give money and actually pay for the book and actually take the assessment in the back.
00;07;18;26 - 00;07;44;02
Speaker 1
But why? Because I'm going to debunk it, this bestseller, and I'm going to clarify to all my students and to my the people that I'm working with, like my clients, my customers. This is dangerous. This is a dangerous tool. So I take it and of course, it nailed me incredibly. So like to achieve things I didn't even want to admit about myself.
00;07;44;04 - 00;08;08;29
Speaker 1
My number one, my number one strength. If you're familiar, you get five strikes from the assessment competition. I was horrified. I'm a nice woman. People like me, what do they say? And then I read the definition, which, of course, guys, I get it. You're saying she had idiot. Of course. We all want to be competitive. Women kind of don't.
00;08;09;02 - 00;08;30;09
Speaker 1
There's a there's a little thing going on there with women kind of hating other women that are competitive and so I was like, No, but I'm so loved. Right? And of course, I read the definition. I was like, Oh, oh, it means I'm always judging. I know exactly where I stand. I'm measuring. That's V, right? I had said I don't care.
00;08;30;09 - 00;08;52;26
Speaker 1
I'm I'm an h.r. Person. I just care about people being happy. No, i really want me to be happy, okay? And i had not accepted that part of my personality. And so I was kind of disenfranchized from myself right? My first book up here on Static blast is really about that. Discover your strengths and get unstuck. What do you, what do you kind of know about yourself?
00;08;52;26 - 00;09;18;21
Speaker 1
But you don't want to admit, and if you're not really using it, then how can it be a strength, Right? That's what I experienced myself. So I don't do that book. I end up getting training through Gallup, the company that owns Strength Finder, to point out very late to the strength Finder 2.0 gameplay took the 15 strength assessment bandwagon but early to getting certified.
00;09;18;21 - 00;09;40;29
Speaker 1
So I was one of the first seven people in the world actually to get certified by Gallup. So there's seven of us that just Gallup did not know what they were doing. And it was to say it was a risk is putting it mildly. But it all worked out okay. And then in 2019, I write Fresh leadership. And why?
00;09;41;06 - 00;10;06;02
Speaker 1
Because I realize what my students do keep saying, I really wish my manager could take this class. And I get that there's a fraction of those people that just trying to sweet talk me into a better grade. I'm not that stupid. But I also thought, there's something to this, right? What is it? What is it that I would teach if I didn't have this silly textbook?
00;10;06;05 - 00;10;28;29
Speaker 1
Right? What is it that all of these people need to know? And that is where Fresh came from. And that's what we're going to be talking about today. Fresh is an acronym. We're going to go through the FRESH acronym and talk about why is it relevant in 2023? Here's the acronym F Feedback. We'll talk about what that is.
00;10;28;29 - 00;10;51;20
Speaker 1
But more is more OC, R is rewards. What's the old what we used to think about? Rewards Money. There's a new way to think about it. We'll talk about that. E is engagement. The old employee satisfaction is now engagement. If you're not measuring it, you're dead in the water. How many people here are there? Organization? Mary Various measures.
00;10;51;22 - 00;11;27;13
Speaker 1
Employee engagement. Hurrah for you. Good job. Yes. Service leaders are about serving other people, not about you. H human connection. Got to be real. People got to be real today, more than ever. So that's what we're going to be talking about. So does everybody. I, I don't want to age myself, but I think we can we can say that there are some old rules of the past.
00;11;27;15 - 00;11;50;24
Speaker 1
And there were unwritten rules. And some times we've learned these either from our first boss or from our parents. Right? So one of them is command before the boss leave. After the boss. How many people have heard that rule? Right. If you're still living by it, good luck to you. Okay. That's a that's a tough one to live by right now, right?
00;11;50;25 - 00;12;20;12
Speaker 1
We don't know. We don't know. Okay. So here are some other ones works, and that should be fine. That's what they call it. Work. Okay. Remember that one? Masculinity and leadership are synonymous. You need to be, you know, like a guy. Like that's what's really important to be like a guy So lucky. Most of you leaders are leaders are strong and invincible.
00;12;20;14 - 00;12;56;20
Speaker 1
Yes, I can do it right. And so you just think about the. All right. I if there's no vulnerability to me, weaknesses and emotions really need to be having at all costs. In 1991, when I joined the workforce, there were, you know, movies about women going to the bathroom to cry. Right. And not that I really want people crying at work, but talking about our emotions and being obvious about we're all dealing with something, right, is very 20, 23 diversity to aspire to, but it doesn't really happen.
00;12;56;24 - 00;13;20;22
Speaker 1
It would be great, right? And, you know, it's just kind of a fluffy thing, right now. And then the Kevin before the boss of leave after the boss to dictate your working hours if you want to get ahead. Okay. So how many people agree that these are kind of the unwritten past working rules? Do you think they still hold up?
00;13;20;24 - 00;14;00;08
Speaker 1
You know, so what do we really want? These are the unwritten needs of work present. Okay? These aren't written down anywhere. Well, I don't know if you're checking Twitter. They might be, but. But they're really important, So and they they did the flip of many of these work should be meaningful and fun. Anybody heard that recently? Yeah. Listening skills who went to a table had the good listening nice work and other traditionally feminine traits.
00;14;00;08 - 00;14;36;24
Speaker 1
But central to being an effective leader. Right. Empathy, right. Do we still in 2023, do we still associate women with being more empathic than men Most of us do? Right? And I hate to extend, you know, sexist ideas, but yes, leaders need to be authentic. Okay, so what does authentic leadership mean? Who are you? Are you really Leaders need to understand the emotional components of work, right?
00;14;36;24 - 00;15;05;23
Speaker 1
We're not just drones, right? We actually have lots of feelings about the work that we're doing. Diversity is a necessity. Why? What comes from diversity? Do we want everybody at work to have the exact same background? Do we want everybody at work to have this same education? Do we want everybody at work to be at the same age group?
00;15;05;25 - 00;15;34;26
Speaker 1
No. Why? Because you're not making good decisions. Diversity of thought is what makes good decisions. How do we know this? Well, we know from lots of ways, but from research, Google is the company that can spend money on anything and has, you know, brilliant people and they still find some other groups are more high performing than others. And how did they distinguish what was the kind of special sauce of those groups?
00;15;34;28 - 00;16;01;28
Speaker 1
The special sauce was lots of differences, but they're all listened to. They all get to where you think that's pretty critical and that's why diversity of thought, but also feeling like you can add you have a seat at the table and a voice at the table is so critical. Okay. And then outcomes not face time is what matters.
00;16;02;00 - 00;16;30;26
Speaker 1
It's a hard one, right? It's like, how much is this person working? Well, we got to see what are they get done. So unwritten needs of work present. People mostly agree with you. Yeah. Okay, So. Oh, I'm sorry. We can't forget that one. Leaders need to model a work life balance, right? Kind of. The old way to think about leadership was there.
00;16;30;26 - 00;16;53;09
Speaker 1
So work is their life. They just love it so much. It's all they do. It's all they talk about. All they think about. Right? You know, really, honestly, that makes you unrelatable, right? So you got to have a lot you got you got to have other things you're passionate about other than work or people are like, wow, that person is just a one later that they got nothing else on their mind.
00;16;53;10 - 00;17;21;18
Speaker 1
They got nothing I'm thinking about and I can't relate to them because I got multiple things. I got multiple irons in my fire, multiple things that I'm excited about, that I'm passionate, right? And that makes me human. Okay, so we're going to start the afternoon. Number one feedback. Guess what? Leaders who gave honest feedback were rated five times more effective than those who did not.
00;17;21;20 - 00;17;52;28
Speaker 1
Right? And and sometimes for like, Oh, no, I can't be honest. Right. Because that's going to be kind of negative. Maybe people actually can have a sense for that, can smell it, can sniff it out. They want your honesty. But how do they want it? They want it only if they trust you. What happens when you get negative feedback from somebody that you don't trust?
00;17;53;01 - 00;18;13;29
Speaker 1
I don't care. And I just I know that you just don't like me. And so why would I listen to your and your criticism of me? Because, Jason, I just feel like you and I have never really gotten along, you know, exciting. And I feel like, yeah, because that you remember that other time when you were really critical with me and everybody else really liked that.
00;18;14;01 - 00;18;33;22
Speaker 1
And then you did that thing that I thought was a little bit underhanded and went to somebody else and said something about me and so now when you talk, I just go, okay, yeah, right. I don't pay attention. I don't listen, I don't take it in because now I've shut him out. He doesn't care about my best interests.
00;18;33;24 - 00;19;00;05
Speaker 1
He's not criticizing. He's not constructively criticizing me. He's trying to tear me down. The only time we want to accept constructive criticism is when somebody is in your corner right? When I say I know Jason would never, ever say anything that would kind of be upsetting to me. And this is a little bit upsetting because I thought the presentation went okay and he didn't really like it.
00;19;00;08 - 00;19;24;20
Speaker 1
But I have to say that he had some good points. And Jason, because we are friends, because Jason cares about me, he cares about my career, he cares about me. Getting better would not share this with me in such a serious, you know, kind of straightforward manner unless he wanted me to get better. So. So thank you. You're right.
00;19;24;20 - 00;19;50;06
Speaker 1
I'm sorry that. That there were a couple of things that I did that weren't quite what they need to be. So I appreciate you letting me know I'm going to really work on that. Right, Because I trust him. Employees who received positive feedback are 30 times more likely to be engaged, but the no feedback no feedback is the worst, right?
00;19;50;13 - 00;20;19;01
Speaker 1
You're in a vacuum. You're scared. Did they like me too? They're not like me. No news is good news. Remember that old saying, Hey, you know why? Because I can post a picture of a kitten on Instagram and the world will go crazy, right? Oh, Sarah, you're dealing with that kitten that kidneys adorable. You know, hard, hard, hard, hard heart, right?
00;20;19;03 - 00;20;47;10
Speaker 1
We get we can get immediate gratification someplace, right? So if I just handed in a big work project to you and you don't want to give me any feedback. Wow, That's kind of weird, right? Why? You hate it. Oh, I love her new. I just forgot. It's fine. It's good. It's okay. No, I need one now, so don't delay giving feedback.
00;20;47;10 - 00;21;08;18
Speaker 1
The lack of information breeds uncertainty. Okay? And anxiety. I don't know. I don't know how we thought about it. I don't know if they can really say. I mean, I said it yesterday. I kind of thought big. No, I know something by today, but they haven't said anything. So a nervous. Right. Does that make me loyal to that make me happy?
00;21;08;18 - 00;21;38;06
Speaker 1
Does that make me think I don't want to look for another job? Right? No. So increase your communication. Maybe keep up. But guess what? I really what my my recommendation here is more is almost always more. Okay. Unless you're worried about being a micromanager. Morsi rewards. So we know you got to pay people. You're aware of that, right?
00;21;38;09 - 00;22;05;20
Speaker 1
Right. So we're talking about that, but we're also talking about lots of other things. And we also know that one size does not fit all. Okay, that different rewards mean different things to different people. And you need to be aware of what really fills the cup of the people that are working on your team. And they're honestly they're great little surveys out there.
00;22;05;20 - 00;22;34;12
Speaker 1
And if you contact me, I'll give you one that you can send out to everybody and just say down to what's your favorite coffee from Starbucks? Okay, three, you need to know that about your team so that you can come in and be like, Yeah, I'm proud of this group. Everyone gets a latte, right? Or I don't care when it is a scone or you know, But honestly, you guys praising people with food, it's about as easy as it gets.
00;22;34;14 - 00;23;00;25
Speaker 1
Great. But it shows you care. There's something about being nourished by our leaders that fills us up. Oh, that was her. Don't wound. Did you read me? Stop and get that. That's so sweet. And then you personalize it. Oh, my gosh. You're right. It's my favorite drink. That's so sweet. Right? It means a lot. So giving the appropriate word to the right person shows a leaders appreciation and true understanding.
00;23;00;27 - 00;23;32;21
Speaker 1
Right? It's their awareness. And Milioti, with his or her team. So if you think, Oh, yeah, I just got everybody movie tickets Friday or you're part of the new day is over, you can watch movies again. It doesn't work. But that for your huge movie buy it right the lunch to go to pre flix and you know they want to take their whole family to Avatar They're just fill them up tapping into intrinsic rewards.
00;23;32;27 - 00;24;00;02
Speaker 1
The things that are internal extrinsic is pay and benefits, right? The things that are written down when you sign a contract. Intrinsic is the things that get me up in the morning, right. That fill my cup and make me excited and feel appreciated in my world, it's also connected to your strengths. So if you know somebody's strengths, you know how to fill them up internally, right?
00;24;00;05 - 00;24;00;28
Speaker 1
Yeah.
00;24;01;00 - 00;24;20;24
Speaker 2
I just wanted to ask. I'm all me. I'm not only saying that, no question, but they need have tools or suggestions because with a bank, most of us your deal was started in teams and I'm in a bubble. It's far as healing. Then I want to do this, but I find it very challenging.
00;24;20;26 - 00;24;50;17
Speaker 1
Yeah, no. Wonderful question. So it still is about prevention and communication. Okay. And and so one of the things I'm going to paddle out after the presentation is fresh leadership. Okay. And so having all of your people and all your leaders, right. Read this. At the end of every chapter, there are leaders self-examination, questions and group discussion questions.
00;24;50;20 - 00;25;12;02
Speaker 1
So you start taking this back to people so that you can do it in a in a bigger scope. Right? But it's all about people need to know people, right? And that takes time, that takes energy. You need to ask people how they're feeling. You need to get take carve out time and do some of these exercises. Right.
00;25;12;02 - 00;25;50;10
Speaker 1
That that and and once again start coming together like we are right this is one of the highest attendance rates. Right? People are ready. People are ready to rub shoulders again. And we actually miss human beings. Great question. So 2023 Update Intrinsic rewards, feeling satisfied, capable, appreciated, having autonomy, investing in employees development and promoting social interaction. Okay so part and and you can tell that this group is really trying to do all of that.
00;25;50;13 - 00;26;21;00
Speaker 1
Right. That's why, you know, you're going to go out you know ball laying and March Madness and have social interaction. That is what builds connection and loyalty to your team because, you know, people are different level and, you know, they really care about more than just your work engagement. So we already saw many of you are tracking this for those of you that aren't and think, Oh, but Sarah, that's really just for Fortune 500 companies.
00;26;21;03 - 00;26;48;16
Speaker 1
I will say to you, it is not yeah, it's not that expensive. Right? Gallup has a tool that tracks engagement. It's only 12 items. It's called the Q 12. It's important that you need to know and you need to be working on it. So measuring employee engagement is just an important is chicken cash flow or customer satisfaction. You got to know you can't just but well, we kind of have a sense around here.
00;26;48;17 - 00;27;20;26
Speaker 1
No, no, no, no. You need to know. Okay. We need to know is is this your better or worse? Right. Only 33% of the workforce is engaged. No one. And it's decreasing. Ladies and gentlemen, decrease. Okay, so this is the first year Gallup has ever found that the state of engagement is on the decline. And what does that mean?
00;27;21;00 - 00;27;45;24
Speaker 1
I mean, that's a that's a scary number in and of itself. But then to think, okay, we've got two thirds of the workforce that is either not engaged or actively disengaged. When is that actively disengaged person doing hurting your organization? Okay, They're causing trouble. They're stirring the pot, they're are chatting with other people and say.
00;27;45;27 - 00;27;47;24
Speaker 2
This place.
00;27;47;26 - 00;28;26;20
Speaker 1
It's awful. You know what I mean, Right? You know, I'd be horrible. So that is real. And, you know, so another metaphor or just way to think about it, you got three people walking into work and the actively engaged person comes in. Let's say they're having a little McDonald's on the way, baby. A little something healthier, Panera. And they, you know, throw their their trash in the bin and walk on into their engaged the not engaged person walks into work and sees a little trash as they're eating their preneur.
00;28;26;20 - 00;28;53;16
Speaker 1
Oh well the got you know that the signatory person they don't tell them that that's too bad that's gross Yeah the actively disengaged person they they take their penny or McDonald's bag and they toss a shoe. It didn't make it okay by right there. They don't do anything extra or even pick up their trash. Right? They cause harm.
00;28;53;19 - 00;29;15;13
Speaker 1
They say, oh, I don't care. All right. You don't want that person employed. You want to in fact, you want to get them out. You want to find make them happy and find them a better place to be. So what can you do to dramatically increase employee engagement? You can follow up. You could talk to people, right? You can give feedback.
00;29;15;17 - 00;29;43;02
Speaker 1
You can measure engagement and try to make changes. But the number one thing number one thing is hire good managers, hire people that care, hire people that aren't just prohibited at their job, but they can connect with human beings. They care about people they want to lead. That's a key to right? So don't bury your head in the sand, everybody.
00;29;43;08 - 00;30;08;06
Speaker 1
Okay? No news is not good news. You got to measure, okay? And please reach out if you want to get all thought about how to do that service. So how many people are familiar with the term servant leadership? Everyone. Right. But don't stop listening to me because I use that term. Okay? You still keep your ears open. Yes.
00;30;08;13 - 00;30;34;09
Speaker 1
Servant leadership is not the practice of just catering to the whims of your team. Okay? And I don't know why that perception is out there, but it is. And so I did not very intentionally named this servant leadership. I named it service because guess what? Big old way to think about things was a manager or leader would say, And what have you done for me lately?
00;30;34;16 - 00;30;59;03
Speaker 1
You know what I'm saying? Like it's flipped. If you're a good leader, you're serving somebody else. Somebody saying, Yeah, I mean, and then, you know, they're really thinking about my development. And and so, you know, now my, my, my manager has all this really exciting ideas for my career, and it's like it's almost intimidating, but it's also exciting.
00;30;59;03 - 00;31;31;04
Speaker 1
I don't know. It just has my my mind going right. You need to be thinking about Bell, Right? 5 minutes. Oh, come on. And so servant leadership is consistent with stewardship and you got to delight, develop and respect your team. What is the update? Grow their natural talents. Okay, that's a little plug for the work I do. Offer them training.
00;31;31;04 - 00;32;00;07
Speaker 1
Show your commitment to their development. That's how you serve as a leader. Okay, last one. H. Human connection. I'm not. I don't want frailty, but vulnerability is actually up here. How do you show vulnerability? You apologize. How many people have apologized lately? Do it? Do it more matter what desirable work life balance? This is a tough one, but very important.
00;32;00;09 - 00;32;25;06
Speaker 1
Discuss failures Epic fail here. Epic fail. Let me tell everybody about it, right? You're not invincible, but you're still a leader. And how did you work your way back from that epic fail? Ask for help. How many people hate asking for help at work? Indeed, most of us. Right? How do I know? I got it. I got it.
00;32;25;09 - 00;32;49;12
Speaker 1
I'm serious. I got it. Okay, good. No, I do need a little help. Right. Show emotions now. Vulcans allowed, right? We all remember that from Star Trek. Dr. Spock had no emotions. Don't do that. Right. You. You really you know, I don't I don't need a lot of tears or work, but I do need people in at least explaining their emotions.
00;32;49;14 - 00;33;19;00
Speaker 1
I am really tired today and frustrated because X, I am not feeling good about this project and I'm kind of disappointed. Explain your emotions. You don't need to display them, but you can explain. So being human and understanding, it's really real today. Why? Because we just got done with two very stressful years and then just split the way people want to relate to you.
00;33;19;03 - 00;33;54;19
Speaker 1
They now that they can see your kitchen or you know, people walking through your living room, they want to know more about the real you. So you got to add that into the mix. You need to be human. So what's one thing you learned today? There was more time commitment. Okay, Thanks. So I want your tables to go back and say, you know, one thing you learned but or something, you're actually the I think, your friend.
00;33;54;20 - 00;34;02;19
Speaker 1
But what's let's one one nugget. One nugget. That's all I'm asking for. One thing, you have 30 seconds.
00;34;02;22 - 00;34;12;00
Speaker 2
And so so I'm going on today. Yeah. I asked an individual that's essentially so like I need to.
00;34;12;03 - 00;34;36;28
Speaker 1
Offer her some ideas what came out of this table? Anything fun where we actually have more appreciation rewards throughout the year? Maybe not just sort of waiting until a certain time, but throughout. Yes. And expand your brain about what real rewards are. Right. It's not just the bonus. How about if you take that away, everyone will leave. It's other things too.
00;34;37;01 - 00;34;38;23
Speaker 1
I mean, think of listing.
00;34;38;26 - 00;34;46;18
Speaker 2
Regarding service we send. Everybody is a customer for these customers and treating everybody you know with respect.
00;34;46;20 - 00;34;50;26
Speaker 1
To love that, love that. Anything from here?
00;34;50;29 - 00;34;57;14
Speaker 2
Well, there is talk about rewards. If different people have different orders that.
00;34;57;14 - 00;35;02;02
Speaker 1
They like things that they want praise. What about your and fire.
00;35;02;04 - 00;35;07;03
Speaker 2
Are one thing you can say was the positive feedback. It was Thanks.
00;35;07;05 - 00;35;12;27
Speaker 1
Yeah. So positive feedback. You're three times more likely to engage something from here.
00;35;12;29 - 00;35;19;16
Speaker 2
Be explaining emotion leaders and displaying virtues Go out of team members, display the end of day, sway them.
00;35;19;19 - 00;35;26;11
Speaker 1
Yeah. My. Thank you everyone here that explaining versus I'm going to.
00;35;26;13 - 00;35;32;17
Speaker 2
Her to be more frequent praises and recognition go down in your team and what that leads up.
00;35;32;20 - 00;35;41;05
Speaker 1
Great by that and remember you can you contact me and get a fun little mini sort of anything here? Yeah. We re doing that.
00;35;41;05 - 00;36;03;26
Speaker 2
For them, for us. Because with we've specifically talked about distributed teams, the extra effort these still into that huge connection so the gateway leader to the team but just be clear to you understand what that looks like when you've got people in different countries and different continents with different cultures.
00;36;03;29 - 00;36;16;05
Speaker 1
Different cultures, different time zones. Right. But it don't mean to you got to come together somehow and you need to make and I think it's sometimes an extraordinary effort if you break anything down. Sure. Yes.
00;36;16;07 - 00;36;25;05
Speaker 2
So we talked about the engagement, but really what is actively disengaged in moving was people bought for if you have to do anything right.
00;36;25;08 - 00;36;28;27
Speaker 1
Yeah. Yeah. Do we get anything from here?
00;36;28;29 - 00;36;43;06
Speaker 2
Was the reminder the importance feedback, but especially with the fact that a lot of us are remote, is making sure that we try to do that connection and the feedback on how critical it is now more than ever.
00;36;43;08 - 00;37;10;28
Speaker 1
Yeah, the remote work makes the whole feedback piece fresh and big challenge. And guess what? Eight out of ten people are working either remotely or at some hybrid level, Right? And that's not just I.T., right? That's everybody. So you guys are probably even higher than them. All right. That's all I really have. I want you to set an achievable goal, but I don't I really appreciate you all listening, talking, and I hope you got something out of it.
00;37;11;00 - 00;37;19;26
Speaker 1
I'll stick around if you want to talk about the fresh leadership on this.