"You're In Charge" with Glenn Pasch
"You're In Charge" with Glenn Pasch

Episode 4 · 1 year ago

First 30 Days as a Manager: with Dan Moore

ABOUT THIS EPISODE

In this episode Glenn Pasch and Dan Moore, President of VistaDash & author discuss how to take control of a new situation. 

Why asking the right questions will gain trust as a new leader and why emotion is a key business strategy. What are the most important actions and strategies a new manager needs during their first 30 days on the job? Why is getting the first 30 days correct make all the difference for future success with the team? Hope you enjoy. Please share it out!! 

About Dan Moore: Dan is a big-idea thinker and strategist currently serving as the President of Vistadash and Author of the book “Do Moore, Get More". 

A devoted husband and father of three, he lives in Scottsdale, Arizona. Despite his commitment to self-awareness (or perhaps because of it), he remains steadfast in his dislike of tomatoes.   

About Glenn Pasch:

"Everyone finds themselves in charge at some point in their lives. Yet many of us lack the skills to generate consistent results. My goal is to help you learn the skills to adapt and grow in your personal and business life.”

Glenn Pasch is CEO of PCG Digital, a full service digital marketing agency that specializes in helping businesses create and deliver customers raving, recommending & returning for more. He is author of 2 books including "The Power of Connected Marketing" and has spoken and educated audiences throughout the US and internationally.

Let’s Connect:

Linkedin: https://www.linkedin.com/in/glennpasch/

Personal Website http://glennpasch.com/

Company website: https://pcgdigital.com/

So, brand new manager, what should you be doing in the first thirty days? I shared my thoughts earlier this week. Well, it's time for me to bring in my very good friend and former partner Dan more, author of do more, get more, current president of Vita Dash. He is truly, in my mind, one of my favorite people, but also he's really one of the best leaders of teams and builders of teams I know. So He's going to share his thoughts what you should be doing in your first thirty days as a new manager. So let's dive in. I can't wait to hear him. Hope you enjoy. I welcome back to another episode of you're in charge now what? I'm your host, Glenn Pash and, as always, the goal of this channel is to help those of you who now find yourself in charge of a team, a division or even a business, build the skills necessary to lead high performing teams. Each week I'm going to focus on one topic. I'm going to share my thoughts. I'm also going to interview some of my friends in the industry to hear their strategies as well, so that we give you some tools, tips strategies so that you can build consistent results so let's get into today's topic and I want to introduce my very, very dear friend Dan more, president of this to Dash. How are you, sir? Fantastic. Thanks for having me on. Listen. This is great. So, you know, you're one of the first few people, the first couple people who I'm interviewing for this show are really the people who have, you know, pushed me over the last, I guess it's a couple years now to finally get this done, and so I just wanted, before we even got in, I just wanted to tell you I appreciate all your support, your push, your like when, when are we going to get this done? Type of stuff. You know, without that support, without that sort of push, we wouldn't be doing this. So, before anything, I just want to let you know I appreciate you and thank you very much for all that. Thanks, man. So we're here for each other. That's what the name of Yah. So so tell me to talk about that too, right, I mean that's the point of leadership. ha ha ha. Yes, say, yes, for say, get more doom more. Right. So this is Dan's book. You should go to Amazon and get it. It is truly like no no BS, because I would tell my friends if their book was and it was really impactful, like really made me think about a lot of things. There's even, as he said, there's a chapter written directly for me and it had a lot to do with this which was stopped talking and please just get doing so. That's really one of the reasons why I have Dan on today. But before we get started, I just wanted you, Dan, just take you know, a short little time tell people who you are and what you do and we'll get into it now. Most importantly falls to three amazing little girls and to my amazing wife and president of vistaedash and obviously off through a kind of what I'm all about is I've the car basins for I think it's I think kind of fell into the marketing aspect of the business and then got fascinated with the software side right, which is probably led to my relationship with you and your brother for the better part of that gave. That is kind of crazy. It seems like all of our hair is gotten lighter, but I look back at the old pictures of us like it's over a decade it was like our hair was black. Yeah, yeah, we've been doing with all of this lockdown and that's why I'm actually up here. I got booted upstairs today to do this interview. But yeah, going through as you're locked down, you can go around the house and you start seeing old pictures and I'm going off not so much weight. You know, it's so positive, right.

I mean we've also, how managed to get thinner, which is great. Yeah, but the hair kind of matches the air, going thitner and lighter. It's so what I wanted to talk about today with you because, as you just mentioned, you know, we work together for a few years. You know, you helped really take ms as a product beyond what, you know, we thought it could be. And now you're off with you know, to get bought and now you're off with them. But what I've always been really impressed by, and actually, when you were working with us, I learned so much from you. You know, I always I heard a great quote today whereas someone said, the Gentleman Jack a Dorsey from twitter had a conversation with Elon Musk and basically said, if you were running twitter, what would you do? Like? I thought always thought that's a really great thing to do, where you surround yourself with other people who are better than you and certain things or you count as peers. You're not intimidated by and you know, you just brought a lot to not just the company but to me watching how your maneuver. And so what I wanted to talk to you about, because I think you've done it a few times and I've watched you personally do it, is coming either into a company right. So I if you're going to take over a in this case, you took over a basically a division, you know, and you have teams in there. Even if you're taking over team or a product, there's two two ways you get there. You're coming in from the outside or you're promoted from within. But really what that, to me, is secondary. What I really want to talk to you about was what what am I? I'm the person who's taking it over. What should I be doing in those first thirty days to make sure I put myself on the right path? Yeah, something. There's so many different aspects to what is going to create the maneuverability right and from my standpoint, generally, when I come in, as I first kind of understand where the I guess if you will wear the limits are going to show themselves meeting a lot of times you know that, hey, you have free reading. One you put the gas pull down and then suddenly you find out you don't have that. So it's really seeking to understand what is the expectation, because we all answer to somebody. You, you know, have your own company and you're the boss. You answer to somebody to be the clients. It could be investor's right. We're always own to some extent. So I always seek out, like what's the expectation and if it's very broad, but then I start to kind of chip away at it. Not Maybe all the same sitting right, and it just leads to sometimes frustration and aggregation like well, why did I hire you? You can message twenty nine questions like go do what I heard to to do. Well, let me, let me, let me just start interrupt you on that. So, so you what you're saying is is that you coming in, you should be scheduling time with whoever you know. I always say that no matter to your point, even if you're an owner, you're still on all you're always on someone's team, right, so part of someone's team. So even if you're the owner, you're maybe you have a group of people to hold you accountable, or clients whatever. But in your case you're saying, you know, I'm in a team mom on someone else's team now, so I need to schedule time with that person. So what exactly? So in that meeting, what type of questions would you be asking? Did you say, you know, what rain do I have with a couple things to do it at? Yeah, so some things I ask is like, you know, how do you like to be communicated with this? I seek to understand, like what they're in. This is sound weird, but attention span, attention to detail, things of that nature, because I got to figure out what pieces, what Rub am I going to cause them right, because I operate differently, as you know, we joke about all the time. You're like, I am very unorthodox and now I approach things that people get a little bit here. Okay, so I have to clarify and understand so that I can bridge that gap so it doesn't seem like I'm running roughshot on everything or, you know, as I've...

...been told in my career, like hey, you just keep pulling things out of your room in it's like now they're both thought intentional. I'm executing. Just wait further downstream. So so in this case, what you're saying is if you if I was reporting to you. So you're saying I I should be sitting down with you and say, okay, how, how do you want me to communicate results to you? How off what format? How detailed? Right, because your point is, if I'm expecting, if your attention span is this, so give me a high bullet point thing and I present to think I page power point, but you just basically shifts passing in the night like right. That's the whole point. And sometimes it takes some discovery because you'll get the just give it to me this way. That's maybe not exactly how they perceived, because how you communicates got a different style. So sometimes it's like, in that case I would provide, you know, a bullet summary with my a kind of novel if I needed some backup information. Just so it's I hit their lead, because that's the first line they want. But if there's that question that POPs up, there's the more detail down below, right. So there's that aspect. And again sometimes you don't know. You know what shots are. So I always say, you know, I'm going to communicate, I can get more done like this and move through a meeting faster or move through some challenges faster. But in some cases I like the documentation out there because it does give me a like the kind of come back on and say, well, hold on a second, we talked about this, right, I presented the execution path. You were good with it, you know, and sometimes you got it and it's okay. I think sometimes as a new leader, you you might feel intimidated and back pedal a little bit or give up on the thought process you have. And what I would tell any new leader is this, if you're taking job and you're taking this role of leadership, always kind of one thing to kind of shift it through me through my career was I would rather be fired because of me versus being fired because I did what I was asked to do. And there's a big don't explain. Yeah, yeah, so, so in some cases, you know, let's say, like you know, I told you Glen, like Hey, you're going to hit this objective right, I want you to hit this this time, for you to do it right. You go back and you're like, there's no way I'm going to hit that number. Following that, following that plane, I've got to make an adjustable. If you follow that planny know it's going to fail, then you're the one that's going to take the bull right. If you know there's a better way and you know that it can get the result or creator, then then go run through the wall, do you? And sometimes that's a very kid. They go back and say to them or just go in short again. Every situation is different. Where situation difference, nine times out of ten I've just gone with like if I'm going to get I've always just had the mentality if I'm going to pick up my box and go out the door I came in, it's going to be on my own court, because I'm not going to get, you know, kick out because I followed something too dang well, was right, but I'm going to be the fall guy because I'm the one carrying out the action. I got you, Gotcha, Gotcha, Gotcha. All right. So, so going on that. So, so we've talked to our supervisor. We've gotten are, you know, sort of talking to them marching orders or framework of what our expectations are, and we say what we understand, what authority we have over the team, so to speak, of like what control can of can I change things, and I think that's a big point that a lot of people don't ask, is how much authority do I have to change? Or, on the flip side, they get offended if the manager above them says no, you got to run everything by me,...

...instead of understanding that maybe it's just I mean, I do it. I'm not sure. I'll ask you your opinion is. You know, no matter who comes on, I need to I want them to run it through our system and then I'll let him go. Once you prove that you can do it, go please, God speed. I don't need you to check in with me, but don't urds of just check in or set the stage like hey, based on my evaluation, here's a couple moods I'd like to make, especially it's coming to like replate, removing staff, changing a process. It never if nothing else, it doesn't hurt in your weekly update just to provide like Hey, I noticed this inefficiency here, so I'm replacing it here. This will be the predicted outcome I'm looking for. Or Hey, these two people are underperformers. Are you aware or are you know? And I even said things like, I mean it's some businesses right it's family, it's friends and some way there's relationship. So I even say even in that meeting, Hey, listen, if I come in and make a Guinea Stab Change, is there anybody in front and on this list is off limits? Right? I think you know I can, because you've got to figure out your playing field. And and even people say, Oh, I'm an outside the box thinker, whatever. Well, sometimes you can be all the outside the box thinking you want. You're in a box and you got to figure out inside that box how to make it all works. Chank outside box. So in so again going back to these first thirty days. So we've had that. We sort of got this initiative once you let's let's think of it as turning our heads two ways. Right. One way we talked to our supervisors, we got our marching orders and and we got we figured out our box, and I like that. Like you may not think there's a box, but there are boundaries around what I can do or can't do. This way I can go pretty far. This one I can. Right now I'm pivoting and I'm looking back and now I'm going okay, now I've got the team in front of me and I'm just either I don't I know them because I was part of them, right, promoted from within, or I don't know them. Either way, what's what am I doing in those first assuming that it's not the we're going down in flames and we got to solve the problem. You know, we got a hack and button, do whatever. Right. But but even if I right, let like, I would tell you this. I approach every scenario, where the house is on fire or whether it's totally fine, is understanding who the people are, interviewing everybody, and that when I say interview, it's not like sit down and let me ask you. Start from questions and apply for your job. Right, interviewing is is tell me what's working, what's not working. If you were in my seat, what's the first thing you would do right? Because it starts to tell me about people and how they're thank you. Do I have someone that's like been there and that has the passion and drive to see the company push forward? Do I have someone that's just burned out? Attitude's not right, like, what are the pieces? By asking that question, because people are pretty straightforward and honestly, the situations. The other pieces is I try to if I have layers of management. I try to get a try to work above a below so I can surface up what's going on because in a lot, especially in different environments, Middle Management can be at heavy road block or filter. So you always get kind of that really good read that you need, as you would to digging deeper, getting into the room. So it's really about just getting to know people and I'm not worried about whether or not right that moment, you can do the job. I'm worried about attitude. I can teach anybody how to perform the job and do the right things and we teaching rust a team executing on a process. But I can't do is is preacher attitude. So so to that point, and I want to focus on one or two of those things that you just said, because I think I don't want people who are listening to miss this, is that when you're asking people what's going on like, what do you think is working? What do you think is not? What we're looking for, at least what I would think we'd be asking for, is people, what people are doing,...

...like actions. I don't want to hear emotions. Well, I didn't like this or I didn't like that, or are they you're right. Emotions can get skewed the verse as well. Dan used to have meetings, you know, we when you start hearing the words, what, we used to do this and right then they stop doing this as or you know, we were told to do this or every day something right that. I'm trying to figure out the action. So I think that's them. What are your both though? So so my thought for I want to hear emotion because emotion I can I can ask the question to get the logic. Okay, emotion helps me understand where you are meeting, if you're if you're a blamer, or your or or you're in the wrong job. True. I mean here's the fundamental thing that I think a lot of leaders, this is like leadership, miss all the time. We think that we hire some a job, that that is their sole purpose in life and we forget the fact that the job can out grow the person and the person can out grow the job. We never move the cheese. We just simply either fire or right an out or whatever the case may be, instead of going, wait a minute, they started here, but this isn't the end for them. This is the end of this. Is there something that we can pivot them over to that, we would see a reverse and of acceleration, and that's what I'm looking for. That first thirty days. Do have people in the right seat? How long have they been in there? Are they burned out? Do they need some refocus? Do they needed a new challenge? Like what's going on? And when I ask that question, the emotion is that wrong motion I'm looking for, because it tells me quickly. Okay, I've got to watch you, because right, you're definitely like aning point or oh wow, you are so fresh and so like lively. Just want to like go, I need to feed you more. Right, right, where are you? Were to make you? I think that's great. That's a great point, because I agree with you. When people come in, a lot of times they're either accepting labels that were previously given to them by other by the supervisor, because again, that supervisor may not have been in the daytoday. So they they are filter down to the team, was through that middle manager who is either got promoted to something else a great or they're no longer there. So that's their gage. And if you just accept that, if you just take that information and just go, okay, well, that's what it is and go without doing your own research. I think to your point is, I think that's where you get into a lot of problems of never really connecting with your team and not really understanding you were saying. I think the one thing is the fact that you're in the wrong seat. I think that's really really you watch me move a lot of people around. It is right. So there's you just got to be aware of the other pieces is that, as a new leader coming into the roll, there's a couple pieces that you have to be clear on. Is a you know, your give, the the route cry of the speech and the enforcer part is those are just words, right, you know, real leadership is actually so the first thirty days are challenging because as a leader, you want to sit there and rally the true and you want to get that fordmotion. You're just school of that newness because you're on your honeymoon phase of the steep job is new role, this do whatever. Sometimes you got to self check yourself and understand. You know, a lot of times I've even led with Hey, I'm going to what I'm going to say today is to give you some framework. I'm not trying to sell you anything. I'm not trying to do anything. What I'm going to ask you for is, the next thirty days, allow my actions to back my words. It's still going to give you the framework right, but allow my actions and if they don't match, I'm giving you permission to call me out. Okay, we'll let that. How often day that that? I love that. I love that. How often in your time you're you're on the team right, you're in the reversity. You've seen people come in. You've been on teams for a long time to how often have you ever seen that really happen? which point, which side that they at? The actions mean,...

...the words, or just the fact you can't have that conversation with well, very few have that conversation and that's the fundamental problem is is that because, majority of the time leaders, they're never taught this one piece, and it's a fundamental miss, I believe, is that words are cheap and if your words don't match, you're losing credibility day in and day out. Sure you're losing that touch if someone actually feeling comfortable enough to come in and have a conversation with you or you know, like one thing that I do that can is still sometimes a challenge is I tell the team all the time we have a challenge culture, meaning you can respectfully challenge anybody at any given time, my self included. Right, I don't care that my title says President. I have a human being. I've been the shoulder to shoulder with you and if you disagree with me, let me know because at the end of the day, and I tell you, I'm not always going to have the right answer. I think it's I think you know what and what I'm hearing today with this conversation, what I'm enjoying about in a hope of the audience. You know, if you do find value, again, click subscribe button and you know the notification. So you get these types and that's the point of this is that what Dan's talking about here is is the misses and and if you're new to management, or even if you experience, an experience manager, think about yourselves. How many times when you were in the chair as a team member and someone came in as a new leader, how many people came and sat down with you and asked your opinion about, well, what was going on? Or did they just come in and they're going to be, you know, put on the Superman Cape and they're going to come in and they're going to be the hero, or I'm going to prove to the person who hired me that I'm the right choice. You know. So again, what were I like to summarize as we're going through this, is that Dan's talked about coming in in the first thirty days, making sure you're sitting with your supervisors asking what your body you know, what your limitations are or what your authority is. And now, when we're turning to the team, we're going to sit with each of them to talk to them about what what they felt was working. Why I want to keep that going. If it's working for people, let's keep it going. If it wasn't, great, gather all that information to see and then also sus out the team in those first thirty days to make sure that you have the people in the right place. You know, do I have people who are burnt out? Do I have people who maybe I keep my eye on and going, wait a minute, I think this person could do more, but they've tamped it down because they've just given up, because maybe they've raised their hand multiple times to take on new responsibilities but the previous supervisor said, now, now, and they're discouraged and you have a diamond in the rough here. Right. So I think there's a lot of things, but I again these couple little tidbits here. I don't want to just in the speed of conversation to miss of having that conversation. I agree with you. I think that's a huge lynchpin for success. I mean that being able to really suss out in those first thirty days what's going on allows you, or else you could just put your head down and based on, as I said, supervisor's impression or what you think is going on, and you know, thirty days your way off course you've lost complete faith in the team. You're never going to get them back and now you're going, Oh, I'm in over my head or I'm I got a leaf and that's just been percent and that's it's you. You know I say these things. It's like I'm saying, I'm talking from experience. So you know those are watching like, oh, Hey, you must be nice to just that's just so easy. Like no, it. It's taken several probably a couple decades to get it all tuned in and I'm hopefully this just saves you time because again you're coming in. If you want to be a manager, the just manage people. If you want to be a leader,...

...that's where these other pieces open. Challenge Culture, shoulder to shoulder mentality. As I tell the team, like my sole purpose as a leaders to clear the runway. That is your job as a leader is to clear the runaway. What I mean by that is is if you want the team to perform, you need to remove all of the BS. So you've got to manage all the native communications or the business just weight of the business stuff coming in, the busy work. I try to push and take that on myself to get rid of all of the noise, busy work. got a meeting, got a minute out of this. I try to clear all that out of the ways the team can focus on the mission. And when you start doing that, I mean the plane just always gets off the ground. I think that truly is one of the biggest lessons or things I learned from you and it just stuck in my head. We were having a conversation about that at one time and you said your job as a leader is to remove obstacles. Right, that's your job, right, clearing runway, getting it you your heads above everything, right. So if we use the analogies, had I a teacher one time to use the analogy of, you know, an army. You know someone's at the top on the hill going left, right, you know, but you're down in the weeds just ducking underneath. So you know your team's just got head down worried about their tasks. You have to go oh, that's blocking them or that's coming down the road. That's what they hired you to do. They didn't hire you to do their job for them. Your job is to watch process, is what's blocking our results, what's working, so we can double down on that. And so again it's a combination of where are we going? Mike Sorillo said it in the first out in the previous episode, like your job is to understand where the mission is right, where we going, and then strategies, sort of the direction, and then tactics. He goes. Too many managers get so tied up in tactics they forget where they're going or they forget that their job is really to be doing the strategy of saying this is the processes are working, people are in the right seats and they're getting a right feedback and training. They're getting the right encouragement and and you are sort of like Captain America with the shield blocking out all the distractions from them. Less and I think you have you have leadership above you that since communications, that maybe you are really well communicated correct. It's like, Hey, just send those to me, I'll take care and then you decid you know, great ample was coded right now. I mean leadership is with so much that's going on, it's so much of the anxiety created through the pandemic, you know, quickly switching to like weekly meetings every week, full to team, like the whole company. Hey, you're hearing from me. This is what I know and I don't know. I do know. Just being honest, transparent. This is where we're at. These are the decisions that we have to make, this is what it's looking like. As we had into the following month, the following week or, you know, as we had to make adjustments on staff. It's hey, take a deepy breath. Yes, the work clothes tripled and doubled or whatever, but here's how we're going to do at one foot front of the other, shoulders shoulder, like you have to be. You have to be the one that staying, because that's going to all eyes go to leaders in a crisis in don't my life room. Are they doing that one? See, this is lie, this is real. This is the real deal. Welcome to my house. You know. It's like, yes, I got the vacuum guy, great, so, so, yeah, it's it's one of those things were you are, you're basically exposed in every and but...

...you've got upper leadership looking at you and and what you're doing, how you're performing, at your communicating. You got the team looking up to you. Where we're going. Put me in. What do I do? I'm and at the same point in time, you've got to be ahead of the game and understand. I'm noticing Glen's get a little BERTA. I'm noticing. You know this is happening or you know I understand the stress of this situation. Just take covid again. Back to effort. Say You people working for home, I lovely. This has been kind of a remote and help anything but the added stress on top of it. Now the kids are home right now, this spouse as help and you've got a balance responsibilities that you didn't have before, and suddenly that amounting pressure and no one's giving relief. Kick comes to you. It's on you, as a leader to sit down and say, Hey, litten, I can see that you're really stressed right now. Let's talk about exactly what's what can I take off your plate to help you, or just even talk to them. I think it's a lot to be like a therapist. I mean, honestly, leadership comes in many forms, yes, and sometimes you just got to be that here that you sister and says I've been there. Yep, yeah, you know, I did that. I did that yesterday. I was sitting in and listening in on some of the calls from our you know, our rapport calls would a claim, and I called up the people afterwards and a complimented them. I gave me some feedback and said here's you just, you know, a little training, and they were like that, thank you, that was great. I appreciate that. So I think, and it's interesting, I wrote something a couple weeks ago about what are we going to bring forward from covid and I think to your point is, I think because of remote leaders have had to work extra hard in overcommunicating with their team and I hope they retain that value moving forward. But you know, all of this stuff that we're talking about, these are things that nobody teaches. You know, like you said, it's taking years to figure it out. It's the reason why I decided finally to get my head to just go okay, because I've been we've been talking about this. We do this with our team, and we both sat over dinner multiple time saying, you know, we see tons of people thrown into situations and they're drowning a little bit, they're figuring it out and that's just a waste of everyone's time, instead of saying, well, how can we help them? And that's what the point of this channel is, is to give them tips to say even out of this, if people can just remember to get clarity from there. Their supervisors going into a even a project. What exactly should the project look like? How often do we report? Wow, do I keep you up today, like that's just going to save time, versus yes, sir, yes ma'am, and off you go and then you miss and then, working with your team, yes and yes man, always miss this because you you're getting, you're getting a mission based on what what? What is perceived and and I think a lot of times. We it's like it's like I tell my team whether they're digging into problems right, like, if you're trying to solve something, are you literally just trying to pull the wheat at the surface, or you want to ask a few more questions, to dig deep into the soil to find that root so that we doesn't come back right we want I think there's a lot of I think a lot of managers do that. There's they're just solving one because either they don't have the skill to find the route or they don't think they have the time to go find the route, or part of it is they haven't invested in that those first three thousand and sixty ninety days, building a structure, of taking the time to identify what they have in the first place so that then I can build on it in the next thirty days and ninety days and one twenty days, versus I'm already down the runway one hundred and twenty days and I didn't realize I had half of these problems, or I've I've compounded the problems because I haven't had these skills, these tips that no one ever told me right, no one ever told me to sit down with my team. No one ever told me my job is to remove obstacles. No one ever told...

...me I have to remember to always report up right. There's there, there is simple things, things that we because we've been doing this for a while, we now know. It's part of our checklist. It's the way we approach and I thought something that you said, that one just touch on, you know, for the viewer to remember. You say I approach everything the same way. That's Kay, when you have a process for yourself or a checklist, to say when I take over something, take over project, take over team, take over business, here's how I approach it in the first thirty days, it doesn't matter. That gives you a comfort level of saying this is how I'm going to build my own process to put myself in a position to be successful. And so again, I'm hoping a lot of these tips out of these these videos, these conversation and comments below. As always, put your comments in the below. If you like what you're hearing or you have a question, will answer it for you. I think that's what I'm hoping. Then take away from it that they go ah, even if you've been experienced going I didn't do that and really one of the best things is it's never too late. If you never did it, if you never had that conversation with your team, whatever day you see this, figure out in the next week the plan to have a conversation and just ask, how do you think we're doing? How what could we what could I do better? Where am I causing you frustration? It will put you it will just elevate your team really, really quickly and gain that connection with your team a thousand percent. I think the biggest pieces Tis just kind of having you're never going to stop learning to quit, and leadership is a constant learn because there's so much psychology involvement. You're dealing with people. Yeah, so, so you can't run from a motion, you can't run from different views and your way isn't always right. So how I communicate? That's great, that's how I communicate if I want to reach my team. I didn't understand how each one receives and how they sent. Now I know it's some you know, some leaders say this is my box of this is how you will talk to me and this is what you will do, and I'm like, okay, fine, good for you. I don't subscribe to because I want to get most. Yeah, it's I mean, I'm willertaining it because that's the majority. So you know, when I have to communicate, Hey, I just try and figure out the path. I don't always get it right, but I don't think how, how I want to communicate it. I'm I'm constantly looking for how do I get the message received right, and that dare it is that. Sometimes it's not even me saying that's a great tool for your toolbox, folks, throwing that one right there. It's, as we said in the very very where you're in the episodes here, the very first episode when you decide that you were going to be a leader, the very first thing you have to remember it's no longer about you, it's about the team. So message, how whatever looks like inside of your head. If it doesn't click in his head and it does the picture in your head, if it doesn't match the picture in his head over your dance head, it's not working as great as you think you are. Unless they receive that directive, they understand the directive, they know how to execute on the directive and they know you're going to be there. Doesn't really matter, does it? It does, and so it's all about. My job as a leader is to make sure everyone understands their role, where we're going, what they need to do, and you're in the trenches with them. And, like you said, today I got to be a therapist. Tomorrow I have to solve make a few phone calls to help somebody with a personal problem that maybe I can help with, or I have to go fend off some other manager that did whatever it is I have to move at and that's your job so that then...

...your team can focus on their job to be a good communicated to you. Because there's another piece of this fun little toolbox leadership is that when you say something, it's can be taken as a matter of fact. Right. So you have to be very clear and clarify, especially if you're saying, Hey, be great of this, whatever this might be, because I've I've done at my time and I'm like, why are you guys working on this? They, like looks to Danny, said in this meaning be great if at this, and I said, well, I said it would be great. I did say go do it. So I'm always over costious and careful and two simple facts. I'll say, hey to ensure that my message is coming across and I'll even tell teamers like, Hey, I just want to make sure I'm communicating right in the way that you're receiving can you tell me what I just said or what that email meant to you or what you just took away from this meeting? And I'll do it as a spot check. Am I going to go to every single employee, but I'm going to ask a couple quite because I'll be like am, I am, I communicate. I always think I'm saying everything great in here, like I mean, I just every time my mouth open it's like gold. Right, it's not how everybody else is receiving it. It's more like I think he just threw up and and it's how they're receiving it right, and that's a good thing to have a couple people on your team that will be able to come in and tell you, Hey, your way off base or that that bombed right. You need to have that as well. So you've got to have honesty in your pod of heart. All right, so I got to have you on multiple times because we could just be here for hours chatting away. So I'm going through the topics. Many of that I know. That's why, that's why, that's why we're doing it. So I ask, well, so just again, folks, to summarize again some of the things that Dan was talking about. Supervisors, talking to them. Make sure you understand what their expectations are, timeline, what there, what feedback they need in what format. So that's a great piece. There the other pieces when you're with your team, talking to them, understanding what they think was working or not working. And then through your first thirty days, keep your eyes open, watch how people are moving and, more importantly, make sure your actions are matching your words in order. That's those first dirty days. That's what's going to help create the honesty that dam was talking about, that someone's going to be willing to come up and talk to you if they think that. One, you're not going to be offended. Number two, you take their feedback consciously and it's important to you as a leader to hear from your team. So at the end of every episode I ask one question, and the question is new person, a brand spanking, just took over a team and they're sitting in front of you and they're saying, give me one piece advice. What's the one thing that's going to help me. One thing. Now, it could be something from you, something someone told you, but what's the one thing they said? What's the most important thing that I need to do as a leader to take my team to be successful? What would that one thing that you would tell him to do? One thing I would say, and I would just take this which ever you want to take it, is approach to everything with I fear regret more than I fear failure, and what I mean by that is is that there is no right, wrong or there. It's like being a parent. Leaderships like being a parent. There's no manimal right and sometimes we e fear failure and as a leader is just not an option. You're going to fail and if you kind of put that to the side and just embrace the factor, Hey, I'm willing to fail because I don't want the regret of not trying. Right, you are going to grow exponentially, you're going to grow your team, you're going to grow yourself and you're going to grow the business. It's just the fact that's that is awesome and I totally agree. I think failure is it's what you learn from that. It's it's bad if you're repeating the same thing. But yes, it's the...

...way we'll you know, I parents is how we learned. Well, exactly do look at kids. That's how they learned to walk. They fell on their face eighty seven billion times until they could stand up. So it's the exact same thing. So we need to afford ourselves to understand that failures a good thing. Repeated failure at the same thing maybe not so good. For failures exactly, we have to know what's working. It's just one last thing that we have to worry about because we already know it doesn't work. So all right. Well, thank you, my friend. Always, always great. This is great. So again, everyone here. If you found value, and if you didn't, you got to go back and listen again, click the subscribe button, hit the notification little bell there so you stay updated when we post new ones. Every Tuesday and Thursday new episodes are going to be coming out. As always. In the comments tell us what you like, which you didn't like. If there's some a question you need answered, we will answer it. Maybe there's a new topic for a new video or bring dam back. Definitely Bring Damn back because we, as I said, we could. Am I say now that guy now correct. So again I thank you all so much for watching this. Please share it out with your networks because again, there's a lot of people, as we said, we're in this situation who could use this information. So I thank you for sharing and, as always, as I end it, you're in charge, but now you have a few new tools to help you be more successful. Thanks so much. Thank you, Dan, talk to you so thank you. All right,.

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