#59: Expectations: The Leadership Skill That Drives (or Destroys) Performance

WEBVTT

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There we go.

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She did it.

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We're recording.

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We're recording.

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Episode number four thousand nine hundred

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and two.

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Welcome back to the Empower podcast.

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I'm Eric here with my co-host Dawn,

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and we're ready to jump into another

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frequently asked question episode.

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I love these because these are questions

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that are literally coming out from the

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trenches of the work we do as coaches,

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partnering with leaders across a lot of

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different industries,

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helping them to build businesses that are

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both high performing,

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but also

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Healthy cultures, guess what?

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You don't need to choose between the two.

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And so much of the work that we

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get the privilege of doing with our

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clients is to help them not choose between

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one or the other,

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but to help them create an organization

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that is healthy and highly functional.

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That's right.

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perform and exceed their own expectations,

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which is fantastic.

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So we're going to jump into another

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session,

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tackle another frequently asked question,

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and just kind of basically share the

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overflow of our experience with clients,

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our own life and leadership journey,

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and also hopefully to share some things

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that will not only provoke, challenge,

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inspire,

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but also give us some practical handles on

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how we can respond to the things,

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these issues in our own lives.

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I promise that whatever we're

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to every one of our listeners at some

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level,

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whether it's in your parenting or in your

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leadership within an organization,

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this is a good one.

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That's right.

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So this question,

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I hear it all the time from leaders

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on our calls with clients, okay?

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And it takes various forms,

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but here's the gist of it, Eric.

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How do I deal with

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with my own frustration,

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when people aren't meeting with what feels

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like very basic expectations,

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or to put it another way,

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I'm triggered because people aren't

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meeting what seems like very basic

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expectations.

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Why can't they just do these simple

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things?

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I'm internally just giggling because I

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just said,

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whether as parents or as leaders in an

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organization i can't tell you how many

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times i've said those words in my own

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home oh my gosh yeah of my kids

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through all their different developmental

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stages right like guys come on how are

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you how can you not meet these these

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kind of basic expectations that

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I have, that I have.

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Let's start with,

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you're not meeting the expectations that I

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have,

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because we're going to get into the

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different dynamics of expectations and how

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often people aren't meeting expectations.

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And in part,

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because we've not even shared our

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expectations.

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However, when people in the workplace,

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our team members are not meeting

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expectations,

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that is incredibly frustrating.

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It feels deflating as a leader.

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And what we find oftentimes,

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as a business that really fights for

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culture transformation.

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This is really at the heart of culture,

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what we're talking about.

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That we want to see people perform at

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higher levels.

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We want people to be able to accomplish

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great things individually and

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collectively.

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But as a leader,

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when you feel like people are

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underperforming or not meeting our

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expectations, it can feel so deflated.

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And oftentimes we're brought in

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to try and help remedy this issue.

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So let's get into it.

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Let's talk a little bit about kind of

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what we experience more often than not

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with leaders when they come to us with

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these challenges and then how we coach

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them to deal with this.

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Yeah.

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So I would say anytime I hear a

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leader that starts a sentence with,

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why can't they just...

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Or what am I even paying them for?

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Or, you know, things along these lines.

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Whenever, Eric,

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we are talking about expectations,

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the first thing I always ask clients is,

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you clearly have an expectation.

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Does anybody else know that it exists?

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Is it something that's been really

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cemented in your own brain,

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but never said out loud?

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to anybody else yeah and man nine times

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out of ten the leader goes oh oh

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yeah and it's not because um they're bad

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leaders it is simply a function i would

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say of um

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how our brains operate and we can get,

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we can geek out on the developmental

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journey, the developmental process,

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but here's what is true for leaders.

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They tend to be experts at things.

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They've become a leader because they're

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incredibly good at something,

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which means the phrase that we use for

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that with our clients,

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they have all sorts of unconscious

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competence, right?

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So for our listeners,

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think about when you get in a car,

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even if you went on vacation and you

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haven't driven a car for three weeks.

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You don't have to think step by step.

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Okay, get in.

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Buckle my seatbelt.

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Hands on the wheel.

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Ten and two.

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Insert the key.

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Foot on the brake.

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Put it in reverse.

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You have eighteen things in your hands.

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You're listening to a podcast.

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You're texting somebody.

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You hop in that car.

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You crank it in reverse and you're off

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and going.

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Yeah.

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Without thinking about all the steps that

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it took to get there.

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And I bring that up for our listeners

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because that is often how we operate with

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people on our team.

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We have gotten so good at something.

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We have become so accustomed to doing

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certain things.

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We don't even remember all of the steps

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it took us to get there.

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Yeah.

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Yeah.

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So what you're saying is, as leaders,

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we need to be on the lookout for

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the fact that we are operating from in

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different areas with unconscious

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competence.

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And so are you saying that some of

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the frustration we're going to experience

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is that we just expect other people to

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know how to do the things that we

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had to learn at some point?

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We expect other people know how to do

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the things.

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Or when we tell somebody,

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I want you to run this meeting.

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And often when we say that,

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there's a whole list of things that

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unconsciously that means to us.

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Yeah,

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a whole list of skills that we had

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to develop and learn at some point to

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get to the point where we could really

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effectively run a meeting.

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Yeah, got it.

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But then we assign it to somebody.

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Hey, go run that meeting.

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And we are operating with an expectation

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of what that meeting is going to look

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like.

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But it's all of this unconscious

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competence rattling around in our brain

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that we never communicated.

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We never said, hey,

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here's what I expected that meeting.

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Here's what good looks like.

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Here's what the outcome we're fighting for

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is.

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So when I say nine times out of

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ten,

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I sit down and I ask a leader,

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did you make that explicit or did you

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just assume that they knew what you meant?

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Oftentimes,

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because we as leaders have such a library

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of knowledge,

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We forget that other people don't have

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that same life.

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They're not operating from the same

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playbook.

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Yeah.

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Yeah.

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I love, I love that.

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And I'm hearing two different things come

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out and what in this, this,

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these examples you're giving,

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which are fantastic.

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I hear two things and I want to

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separate them out.

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Number one,

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I think we as leaders need to remember

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that one of our primary responsibilities

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is to communicate expectations.

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In our world,

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we developed a simple diagram for leaders

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to work with that helps them understand

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the value of what we call radical minimum

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standards.

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Radical minimum, not just what we do,

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but how we do what we do.

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Those two in tandem.

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And what we often remind leaders is one

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of your core responsibilities as a leader

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is to clarify over and over the radical

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minimum standards or expectations that we

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as leaders have of the people that are

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within our responsibility.

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I guess that's the first thing,

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because so often in any relational

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environment of our life, so much grief,

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heartache, frustration,

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and discontentedness arises from unmet

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expectations.

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Yes.

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But how often we didn't communicate those

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expectations in the first place.

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The number of times I find myself

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aggravated with my spouse, right?

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because she's not meeting certain

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expectations that I, by the way,

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later on have to recognize,

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I didn't really communicate those.

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She should just know.

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We do that with our kids.

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We do that with our team members.

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We do that with our clients or customers.

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Like, how do you not know this stuff?

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How do you not know what I expect

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of you?

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Shouldn't you just know?

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And so I want to just start by

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saying, I think, you know,

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as we kind of walk through this

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conversation, I want to give us some like,

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handles for the conversation.

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Number one, as leaders, we always have to,

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when people,

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we feel frustrated by unmet expectations.

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Number one question, the first question,

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have I clearly communicated my

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expectations?

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And not just once,

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but have I done it enough times that

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it's actually going to stick in somebody

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else's brain, right?

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Like, have I communicated those?

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And oftentimes as leaders,

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what we discover is, number one,

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I'm not even really sure what my

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expectations are.

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They're kind of intuitive.

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I just kind of have it maybe based

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on my past experiences or what's going on

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in my mind.

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But I haven't verbalized those

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expectations.

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Right.

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And so the other party has no idea

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the target that they're aiming for.

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Which means we can't legitimately hold

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somebody else accountable for expectations

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that we didn't clearly communicate.

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And so the first order of business,

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when we experience frustration as leaders,

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because leaders go first,

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we take a hundred percent personal

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responsibility for our part in any

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situation like this is to ask,

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have I clearly communicated my radical

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minimum standard or my expectations to

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this individual or to this team or to

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this group?

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That's right.

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it makes me think of our friends and

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I,

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our friends and us have been playing this

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game lately.

00:11:31.231 --> 00:11:31.832
It's a board game.

00:11:32.273 --> 00:11:34.835
It's called hues and cues.

00:11:34.855 --> 00:11:35.274
Okay.

00:11:35.355 --> 00:11:35.735
Okay.

00:11:36.375 --> 00:11:40.879
The entire board game is just a color

00:11:40.918 --> 00:11:41.539
spectrum.

00:11:42.080 --> 00:11:42.640
So you have.

00:11:43.221 --> 00:11:46.923
Fifteen different purples and greens and

00:11:47.004 --> 00:11:50.145
blues and brick reds and cherry reds and

00:11:50.807 --> 00:11:52.567
every color on the spectrum.

00:11:53.548 --> 00:11:53.769
And.

00:11:54.817 --> 00:11:57.441
You draw a card and you have to

00:11:57.581 --> 00:12:01.546
use two words to get the other people

00:12:01.927 --> 00:12:04.889
to correctly guess what color is that

00:12:04.909 --> 00:12:06.871
you're holding.

00:12:06.951 --> 00:12:07.653
Well, guess what?

00:12:08.682 --> 00:12:10.565
when I say canary yellow,

00:12:11.326 --> 00:12:13.668
that means something very clear to me.

00:12:14.109 --> 00:12:17.011
And when I tell you their inability,

00:12:17.572 --> 00:12:21.517
their utter inability to put their piece

00:12:21.998 --> 00:12:24.159
on, to correctly identify canary yellow,

00:12:24.620 --> 00:12:26.143
I'm like, that was so clear to me.

00:12:26.663 --> 00:12:27.945
I could not have been more clear.

00:12:28.424 --> 00:12:29.684
Or you just said brick red.

00:12:29.705 --> 00:12:31.024
I'm like, I don't know what brick red.

00:12:31.446 --> 00:12:31.806
Totally.

00:12:32.265 --> 00:12:32.826
Brick red.

00:12:33.066 --> 00:12:34.025
How can you not?

00:12:34.365 --> 00:12:36.025
That is so clearly brick red.

00:12:36.046 --> 00:12:37.746
And we get, I mean, obviously it's fun,

00:12:38.106 --> 00:12:39.167
but we get in arguments.

00:12:39.447 --> 00:12:39.986
What do you mean?

00:12:40.027 --> 00:12:41.547
That's not sage green.

00:12:41.586 --> 00:12:42.408
That's sage green.

00:12:42.427 --> 00:12:42.707
You know,

00:12:44.347 --> 00:12:46.628
the point is because of our own

00:12:46.687 --> 00:12:47.708
experiences,

00:12:48.129 --> 00:12:52.068
because of our own knowledge and

00:12:52.269 --> 00:12:54.210
upbringing and all of the things that we

00:12:54.250 --> 00:12:55.809
bring to a situation, um,

00:12:57.503 --> 00:13:00.543
we're operating with what I like to call

00:13:00.624 --> 00:13:02.684
a certain set of things that are obvious

00:13:02.784 --> 00:13:03.826
to us, right?

00:13:04.466 --> 00:13:07.626
It is obvious to me that that color

00:13:07.787 --> 00:13:09.587
right there is canary yellow.

00:13:09.687 --> 00:13:11.948
Why would you put it three spaces to

00:13:11.969 --> 00:13:14.330
the right?

00:13:15.730 --> 00:13:18.912
And unless we do the work of one,

00:13:19.111 --> 00:13:21.993
identifying those things for us,

00:13:22.511 --> 00:13:25.773
that we are operating with as obviously.

00:13:26.133 --> 00:13:26.273
Yeah.

00:13:26.293 --> 00:13:29.274
Those unconsciously competent knowledge

00:13:29.315 --> 00:13:30.934
base that we already have or skills that

00:13:30.955 --> 00:13:31.414
we already have.

00:13:31.434 --> 00:13:31.755
Yeah.

00:13:31.836 --> 00:13:33.135
Not know that.

00:13:33.196 --> 00:13:34.355
Yeah.

00:13:34.596 --> 00:13:35.216
Um,

00:13:35.336 --> 00:13:38.918
unless we first identify what are some of

00:13:38.957 --> 00:13:40.938
these things that, um, are,

00:13:41.219 --> 00:13:43.179
are just baseline expectations that I'm

00:13:43.279 --> 00:13:43.940
operating with.

00:13:43.960 --> 00:13:44.399
Yeah.

00:13:44.840 --> 00:13:47.380
We will be continually frustrated when

00:13:47.441 --> 00:13:48.642
people, um,

00:13:50.068 --> 00:13:53.352
who come with their own set of experiences

00:13:53.413 --> 00:13:57.318
and knowledge base and worldviews end up

00:13:57.359 --> 00:13:58.640
three spaces to the right.

00:14:00.081 --> 00:14:00.342
Yeah, yeah.

00:14:00.383 --> 00:14:01.403
Yeah, so let me share this quick story.

00:14:01.423 --> 00:14:02.566
So I was on a call,

00:14:02.586 --> 00:14:04.227
I don't know, two or three weeks ago,

00:14:05.149 --> 00:14:07.692
with a client who's an executive and runs

00:14:07.711 --> 00:14:09.072
a department in this particular

00:14:09.092 --> 00:14:09.774
organization.

00:14:10.354 --> 00:14:12.996
And their department works hand in hand

00:14:13.037 --> 00:14:14.999
with another department to ensure that

00:14:16.120 --> 00:14:18.621
orders are fulfilled and then sent to the

00:14:19.342 --> 00:14:19.663
customer.

00:14:19.883 --> 00:14:22.186
And this executive is just

00:14:24.028 --> 00:14:26.950
having to share with me that they'd had

00:14:26.970 --> 00:14:30.133
a very difficult conversation with the

00:14:30.173 --> 00:14:31.033
leader of the other department.

00:14:31.053 --> 00:14:32.654
I said, well, what happened?

00:14:32.674 --> 00:14:34.096
Tell me the story.

00:14:34.417 --> 00:14:36.518
Well, you know, the customer calls me,

00:14:37.418 --> 00:14:38.759
complains about X, Y, and Z.

00:14:38.980 --> 00:14:40.282
So I go down to this other department.

00:14:40.322 --> 00:14:41.221
I go to the leader of that department.

00:14:41.261 --> 00:14:42.283
I say, Hey, what's going on?

00:14:42.543 --> 00:14:43.364
I don't understand this.

00:14:43.703 --> 00:14:45.125
And when they tell me what's going on,

00:14:45.426 --> 00:14:46.767
I say, I don't understand.

00:14:46.807 --> 00:14:47.528
How did, how did you,

00:14:47.648 --> 00:14:49.308
how do you not think differently?

00:14:49.878 --> 00:14:51.339
better about this situation?

00:14:51.359 --> 00:14:53.658
How do you not know how to make

00:14:53.719 --> 00:14:55.279
sure that this order was handled

00:14:55.299 --> 00:14:56.320
appropriately, filled,

00:14:56.419 --> 00:14:57.541
and then sent in this way?

00:14:58.221 --> 00:14:59.822
And I remember I asked him, I said,

00:14:59.841 --> 00:15:02.121
hey, I get it.

00:15:02.162 --> 00:15:03.802
You had really clear expectations of the

00:15:03.842 --> 00:15:04.982
way you think this should have been

00:15:05.003 --> 00:15:05.364
handled.

00:15:08.527 --> 00:15:09.807
Do you know what that person's

00:15:09.868 --> 00:15:12.769
expectations are about how something like

00:15:12.788 --> 00:15:13.409
that should be handled?

00:15:13.529 --> 00:15:13.929
Well, no.

00:15:13.970 --> 00:15:15.671
I mean, isn't it just obvious?

00:15:16.431 --> 00:15:17.532
Shouldn't they just know?

00:15:17.912 --> 00:15:18.951
It seems ridiculous.

00:15:19.133 --> 00:15:20.533
This isn't like rocket science.

00:15:20.572 --> 00:15:23.735
And I'm like, well, first of all,

00:15:24.575 --> 00:15:26.235
I agree it's not rocket science,

00:15:26.596 --> 00:15:28.297
but you're making it rocket science.

00:15:29.337 --> 00:15:31.379
You're making it feel impossible because

00:15:32.119 --> 00:15:34.080
did you clearly communicate your

00:15:34.120 --> 00:15:34.740
expectations?

00:15:34.801 --> 00:15:35.321
No.

00:15:35.341 --> 00:15:36.642
Do you know what their expectations were?

00:15:36.701 --> 00:15:36.822
No.

00:15:38.052 --> 00:15:38.772
So essentially,

00:15:38.971 --> 00:15:40.133
you could both be operating from

00:15:40.173 --> 00:15:41.594
completely different expectations about

00:15:41.614 --> 00:15:42.693
the way something should be handled.

00:15:43.293 --> 00:15:43.714
Yeah.

00:15:43.774 --> 00:15:46.936
And they both could be good expectations,

00:15:46.975 --> 00:15:47.796
but just different.

00:15:48.076 --> 00:15:48.797
And so there's going to be a

00:15:48.856 --> 00:15:50.317
miscommunication.

00:15:50.356 --> 00:15:51.618
Well, OK, but I don't understand it.

00:15:51.658 --> 00:15:52.378
Why is it so difficult?

00:15:53.077 --> 00:15:54.658
Because this is human engagement.

00:15:54.678 --> 00:15:55.318
That's right.

00:15:56.019 --> 00:15:56.240
Right.

00:15:56.320 --> 00:15:58.201
And so we have to do the extra

00:15:58.280 --> 00:15:58.640
work.

00:15:59.644 --> 00:16:01.365
to when there's these moments of

00:16:01.405 --> 00:16:05.087
frustration and unmet expectations,

00:16:05.587 --> 00:16:06.568
to be able to go to the other

00:16:06.589 --> 00:16:07.649
party and like you're saying,

00:16:08.110 --> 00:16:08.909
to ask the question,

00:16:09.269 --> 00:16:11.211
have I been clear about my expectations?

00:16:11.471 --> 00:16:13.633
Are they clear about my expectations?

00:16:13.732 --> 00:16:15.813
Are our expectations on the same page?

00:16:16.193 --> 00:16:17.914
Do we share the same expectations?

00:16:17.934 --> 00:16:19.096
How do we make sure we get on

00:16:19.135 --> 00:16:20.817
the same page so that we're actually

00:16:21.017 --> 00:16:22.398
aiming at the same target?

00:16:23.077 --> 00:16:24.678
because two different people could

00:16:24.918 --> 00:16:26.599
literally think i'm meeting the

00:16:26.639 --> 00:16:28.580
expectations but if they're two different

00:16:28.600 --> 00:16:30.380
targets it's it's not going to feel that

00:16:30.421 --> 00:16:32.422
way to the other party that's right

00:16:32.442 --> 00:16:34.403
they're both yellow but you're on

00:16:34.442 --> 00:16:37.244
different spaces on the game board yeah a

00:16:37.303 --> 00:16:39.365
hundred percent so now this brings up a

00:16:39.445 --> 00:16:40.884
second thing that you brought up earlier

00:16:40.904 --> 00:16:41.745
that i want to touch on so the

00:16:41.806 --> 00:16:42.306
first one is

00:16:44.115 --> 00:16:46.216
are we communicating our expectations?

00:16:46.937 --> 00:16:48.777
Are we communicating them often enough?

00:16:48.797 --> 00:16:50.738
And are we ensuring that the other party

00:16:50.758 --> 00:16:52.518
is clear about our expectations?

00:16:52.618 --> 00:16:53.918
And I often remind leaders,

00:16:54.298 --> 00:16:55.859
when you share your expectations,

00:16:55.958 --> 00:16:57.019
you need to then say,

00:16:57.320 --> 00:16:58.919
can you repeat back to me what you

00:16:58.960 --> 00:17:01.260
think I'm saying to ensure that we're on

00:17:01.280 --> 00:17:02.000
the same page?

00:17:02.400 --> 00:17:03.522
Yeah, I always like to say,

00:17:03.961 --> 00:17:06.323
do you have clarity and agreement?

00:17:08.325 --> 00:17:10.266
Clarity and agreement.

00:17:10.766 --> 00:17:11.165
Love that.

00:17:11.185 --> 00:17:13.067
This is what we're doing, right?

00:17:13.528 --> 00:17:13.907
Right.

00:17:13.948 --> 00:17:15.528
OK.

00:17:15.568 --> 00:17:17.230
So the other thing that you brought up

00:17:17.269 --> 00:17:20.291
in those early stories is this second

00:17:20.451 --> 00:17:25.295
element of how often leaders we work with.

00:17:25.394 --> 00:17:28.056
And I can say I've been guilty of

00:17:28.096 --> 00:17:30.096
this so many times throughout my career.

00:17:32.693 --> 00:17:34.736
Where we go to somebody, okay,

00:17:34.796 --> 00:17:36.777
we clarify our expectations.

00:17:37.837 --> 00:17:38.999
This is what I expect of you.

00:17:39.019 --> 00:17:40.460
I expect you to be able to perform

00:17:40.500 --> 00:17:42.121
this or to do this or to accomplish

00:17:42.141 --> 00:17:43.903
this or to complete this, whatever it is,

00:17:44.383 --> 00:17:44.923
fill in the blank.

00:17:47.925 --> 00:17:48.506
Are you clear?

00:17:48.826 --> 00:17:49.926
Repeat back to me what you think my

00:17:49.946 --> 00:17:50.587
expectations are.

00:17:50.667 --> 00:17:51.387
They repeat back, great,

00:17:51.428 --> 00:17:52.469
we're in agreement, yes.

00:17:53.609 --> 00:17:57.492
Awesome, then we walk away.

00:17:57.573 --> 00:17:59.515
And this is where this unconscious

00:17:59.555 --> 00:18:02.057
competence becomes a real tricky thing.

00:18:03.242 --> 00:18:05.384
Because when we share our expectations,

00:18:05.424 --> 00:18:08.486
we also have these underlying expectations

00:18:08.807 --> 00:18:11.268
that you'll be able to figure it out.

00:18:11.628 --> 00:18:12.269
Yeah.

00:18:12.388 --> 00:18:13.430
And even before,

00:18:13.950 --> 00:18:14.990
what were you going to say?

00:18:15.030 --> 00:18:15.671
Because I did.

00:18:15.990 --> 00:18:16.692
Because I did.

00:18:17.692 --> 00:18:18.593
So I had to figure this out.

00:18:18.633 --> 00:18:19.212
I had to learn it.

00:18:19.413 --> 00:18:19.733
I did.

00:18:19.834 --> 00:18:20.253
And therefore,

00:18:20.273 --> 00:18:21.714
you should be able to figure it out.

00:18:22.776 --> 00:18:23.476
And what I often,

00:18:23.576 --> 00:18:24.576
we were talking about this before we

00:18:24.596 --> 00:18:26.258
jumped on this recording.

00:18:27.057 --> 00:18:29.019
We were talking about how so often,

00:18:29.039 --> 00:18:30.701
like when we think about, you know,

00:18:31.913 --> 00:18:32.913
Raising kids.

00:18:34.994 --> 00:18:36.155
It's literally,

00:18:36.236 --> 00:18:37.836
it's almost parallel to saying to our

00:18:37.855 --> 00:18:38.536
kids, hey,

00:18:38.596 --> 00:18:40.076
it's time for you to potty like a

00:18:40.136 --> 00:18:41.376
big boy or a big girl.

00:18:43.817 --> 00:18:44.519
Repeat back to me,

00:18:44.538 --> 00:18:46.219
do you understand my expectations?

00:18:47.038 --> 00:18:47.759
Yes, daddy,

00:18:48.039 --> 00:18:49.359
I'm gonna potty like a big boy or

00:18:49.380 --> 00:18:49.779
big girl.

00:18:50.060 --> 00:18:52.280
Awesome.

00:18:52.320 --> 00:18:53.942
So in our next quarterly review,

00:18:55.102 --> 00:18:56.522
I'm gonna check in on how that's going.

00:18:57.748 --> 00:18:59.210
And then we walk away because we've got

00:18:59.250 --> 00:18:59.730
stuff to do.

00:18:59.750 --> 00:19:00.871
We've got bills to pay and work to

00:19:00.911 --> 00:19:01.592
do and stuff.

00:19:02.933 --> 00:19:04.955
And any parent would go, whoa, whoa, whoa,

00:19:04.976 --> 00:19:05.817
whoa, whoa, whoa, whoa, whoa, whoa.

00:19:06.938 --> 00:19:07.238
Hold on.

00:19:08.380 --> 00:19:10.362
You've got a kid who's trying to learn

00:19:10.382 --> 00:19:12.564
how to potty like a big bird.

00:19:12.584 --> 00:19:13.424
You're just going to tell them your

00:19:13.444 --> 00:19:14.546
expectations and walk away?

00:19:14.685 --> 00:19:16.127
Well, I clarified my expectations,

00:19:16.167 --> 00:19:16.567
didn't I?

00:19:16.689 --> 00:19:17.890
And we have agreements.

00:19:17.930 --> 00:19:18.691
So isn't that enough?

00:19:20.109 --> 00:19:21.330
Or like telling a kid like, hey,

00:19:21.510 --> 00:19:22.712
you need your driver's license by the time

00:19:22.752 --> 00:19:23.272
you turn eighteen.

00:19:23.292 --> 00:19:24.013
I had to do that with both of

00:19:24.034 --> 00:19:24.354
my kids.

00:19:24.413 --> 00:19:25.914
Hey, by your eighteenth birthday,

00:19:26.496 --> 00:19:27.817
you have to have your driver's license.

00:19:27.997 --> 00:19:28.617
Are we clear?

00:19:28.657 --> 00:19:29.557
Do we have agreement?

00:19:29.679 --> 00:19:29.999
Yes.

00:19:30.019 --> 00:19:30.338
All right.

00:19:31.359 --> 00:19:33.922
I'll check back in in three months,

00:19:34.021 --> 00:19:35.222
our next quarterly review and see how

00:19:35.242 --> 00:19:38.165
that's going.

00:19:38.526 --> 00:19:40.807
There's virtually no stage of our kids'

00:19:40.847 --> 00:19:41.409
development.

00:19:42.307 --> 00:19:44.347
where we would suggest just clarifying the

00:19:44.367 --> 00:19:46.989
expectations walking away is enough what

00:19:47.088 --> 00:19:49.190
what would we say we would say what

00:19:49.250 --> 00:19:53.611
did you do to help them develop the

00:19:53.711 --> 00:19:55.990
skills or the abilities or the knowledge

00:19:56.050 --> 00:19:58.652
or the whatever it is that we've just

00:19:59.612 --> 00:20:02.392
put an expectation on them for yeah and

00:20:02.432 --> 00:20:04.032
potty training is such a great example

00:20:04.232 --> 00:20:07.894
because it's been a minute since we had

00:20:07.933 --> 00:20:09.094
to potty train ourselves

00:20:10.541 --> 00:20:11.662
We probably, I mean,

00:20:11.701 --> 00:20:14.942
there's no way we remember the process of

00:20:14.983 --> 00:20:16.723
how we had to learn how to do

00:20:16.763 --> 00:20:17.183
that.

00:20:17.483 --> 00:20:18.444
Yeah.

00:20:18.585 --> 00:20:23.346
And so it can be very difficult for

00:20:23.526 --> 00:20:26.166
us as parents, unless we, you know,

00:20:26.186 --> 00:20:26.507
what do we do?

00:20:26.567 --> 00:20:27.948
We probably get some outside resources.

00:20:27.988 --> 00:20:29.728
We watch a YouTube, we read a book,

00:20:30.307 --> 00:20:32.128
but we don't actually remember.

00:20:32.189 --> 00:20:34.410
It's such an unconscious competence for

00:20:34.490 --> 00:20:34.829
us.

00:20:34.890 --> 00:20:35.049
Yeah.

00:20:35.490 --> 00:20:38.571
We do not remember the steps it required

00:20:38.991 --> 00:20:43.035
to get from diaper to potty trained.

00:20:43.315 --> 00:20:43.494
Yeah.

00:20:43.776 --> 00:20:43.895
Yeah.

00:20:43.915 --> 00:20:44.615
A hundred percent.

00:20:45.036 --> 00:20:46.798
So we have all this unconscious

00:20:46.857 --> 00:20:47.438
competence.

00:20:47.778 --> 00:20:49.659
We don't remember how we learned how to

00:20:49.679 --> 00:20:50.259
do what we did,

00:20:50.980 --> 00:20:53.122
but we put the expectation on them anyway.

00:20:53.142 --> 00:20:53.922
But I love what you said.

00:20:53.961 --> 00:20:54.462
What do we do?

00:20:54.762 --> 00:20:56.144
We gather resources.

00:20:56.203 --> 00:20:58.545
We find the books or the cute little

00:20:58.605 --> 00:21:00.926
cartoon videos that are going to help us

00:21:01.007 --> 00:21:04.048
coach our children into these new skills.

00:21:04.108 --> 00:21:04.269
Right.

00:21:04.429 --> 00:21:05.950
We get them driving lessons.

00:21:06.329 --> 00:21:07.730
We take them to a parking lot on

00:21:07.810 --> 00:21:09.211
a Sunday morning when nobody's there.

00:21:09.231 --> 00:21:09.833
And we say, okay,

00:21:09.853 --> 00:21:11.173
you're going to get behind the wheel.

00:21:11.193 --> 00:21:11.973
We're going to figure this out.

00:21:12.013 --> 00:21:13.115
We're going to learn all the different

00:21:13.154 --> 00:21:15.477
steps to driving a car,

00:21:15.517 --> 00:21:18.898
the things that we just do unconsciously.

00:21:19.419 --> 00:21:19.618
Right.

00:21:19.838 --> 00:21:21.740
So here's the second thing I want us

00:21:21.780 --> 00:21:27.664
to think about as leaders is I think

00:21:27.744 --> 00:21:32.488
we've, we've, we fail to remember that.

00:21:33.884 --> 00:21:35.165
that as adults,

00:21:37.627 --> 00:21:38.989
we have to learn and develop and grow

00:21:39.009 --> 00:21:40.269
just like we did when we were kids.

00:21:42.132 --> 00:21:44.993
And the further into adulthood we get,

00:21:45.433 --> 00:21:49.938
the further we get away from permission to

00:21:50.317 --> 00:21:52.480
learn and develop new skills,

00:21:52.539 --> 00:21:53.259
new abilities,

00:21:53.359 --> 00:21:55.481
and the process that is required.

00:21:56.702 --> 00:21:59.925
And so all we do is heap expectations

00:22:00.165 --> 00:22:01.067
on our team members.

00:22:01.949 --> 00:22:06.212
without taking the appropriate time to ask

00:22:06.252 --> 00:22:06.732
the question,

00:22:07.232 --> 00:22:10.955
what is my role in partnering, coaching,

00:22:11.057 --> 00:22:12.577
assisting, training,

00:22:12.778 --> 00:22:16.601
helping this individual to develop the

00:22:16.641 --> 00:22:17.582
necessary skills?

00:22:17.961 --> 00:22:19.604
So just like the example you shared

00:22:19.624 --> 00:22:20.924
earlier, hey,

00:22:20.964 --> 00:22:22.086
I need you to run this meeting next

00:22:22.125 --> 00:22:22.306
week.

00:22:22.685 --> 00:22:23.606
Awesome.

00:22:23.646 --> 00:22:23.926
Great.

00:22:24.007 --> 00:22:24.508
Are we clear?

00:22:24.667 --> 00:22:25.327
Do we have agreement?

00:22:25.347 --> 00:22:25.929
Awesome.

00:22:26.953 --> 00:22:27.674
Go get them, tiger.

00:22:28.095 --> 00:22:29.096
And then we come back to the meeting

00:22:29.115 --> 00:22:29.415
and we're like,

00:22:29.435 --> 00:22:30.497
this meeting was a train wreck.

00:22:30.757 --> 00:22:31.657
What are you talking about?

00:22:31.678 --> 00:22:32.558
How did you not know what to do?

00:22:33.058 --> 00:22:34.701
Because we learned those skills,

00:22:35.101 --> 00:22:37.963
but we didn't pause and say, hey,

00:22:38.104 --> 00:22:39.845
what is my role in partnering,

00:22:39.884 --> 00:22:42.667
coaching and developing what you're going

00:22:42.688 --> 00:22:44.588
to need to run that meeting effectively?

00:22:45.349 --> 00:22:47.092
Which means for us as leaders,

00:22:47.152 --> 00:22:50.275
we either have to mine out our unconscious

00:22:50.315 --> 00:22:52.176
competence back into the conscious realm.

00:22:52.678 --> 00:22:53.719
How did I learn how to do this?

00:22:53.759 --> 00:22:55.299
What were the basic skills that were

00:22:55.339 --> 00:22:55.820
required?

00:22:56.101 --> 00:22:57.782
Maybe I should make a little step-by-step

00:22:57.863 --> 00:22:58.063
list.

00:22:58.303 --> 00:22:58.544
Hey,

00:22:58.584 --> 00:23:01.567
let's set outcomes and goals for what we

00:23:01.586 --> 00:23:03.568
want the meeting to accomplish.

00:23:04.670 --> 00:23:06.050
All these things that we've had to learn

00:23:06.070 --> 00:23:07.452
that we might do subconsciously.

00:23:08.549 --> 00:23:10.471
We just kind of assume that they'll figure

00:23:10.490 --> 00:23:10.770
it out.

00:23:11.590 --> 00:23:12.131
And it's,

00:23:12.270 --> 00:23:14.951
and what that does is it puts people

00:23:15.051 --> 00:23:16.012
in a really,

00:23:16.272 --> 00:23:19.773
really an almost guaranteed failing

00:23:19.973 --> 00:23:20.673
situation.

00:23:20.733 --> 00:23:21.795
That's right.

00:23:21.894 --> 00:23:24.875
And it's not malicious.

00:23:25.496 --> 00:23:26.496
Right.

00:23:26.556 --> 00:23:27.037
As leaders,

00:23:27.076 --> 00:23:29.798
we're not trying to set our team up

00:23:29.857 --> 00:23:30.397
to fail.

00:23:30.438 --> 00:23:31.238
That's not our goal.

00:23:31.278 --> 00:23:31.438
Right.

00:23:32.397 --> 00:23:36.559
It is simply that we have forgotten.

00:23:39.392 --> 00:23:40.613
that we had to learn how to do

00:23:40.673 --> 00:23:40.772
it.

00:23:41.273 --> 00:23:43.536
And that just by handing it off,

00:23:43.895 --> 00:23:46.018
clarity and agreement, good, great, go.

00:23:46.458 --> 00:23:48.039
I literally had this conversation with a

00:23:48.079 --> 00:23:48.839
leader the other day,

00:23:49.181 --> 00:23:51.742
who's trying to help one of their own

00:23:51.803 --> 00:23:53.825
team members develop better time

00:23:53.865 --> 00:23:55.346
management, calendar skills,

00:23:55.707 --> 00:23:58.348
and how the leader's very clear on how

00:23:58.449 --> 00:24:00.770
that is going to be a game changer

00:24:00.790 --> 00:24:01.672
for the organization.

00:24:03.257 --> 00:24:03.557
Great.

00:24:04.137 --> 00:24:05.898
So I said, okay,

00:24:05.939 --> 00:24:08.721
so you have set that expectation.

00:24:09.541 --> 00:24:10.143
Now what?

00:24:11.943 --> 00:24:13.905
Well, I just told her to do it.

00:24:14.486 --> 00:24:16.247
Yeah.

00:24:16.688 --> 00:24:17.008
I said,

00:24:18.128 --> 00:24:19.930
but here's what I need you to know.

00:24:20.830 --> 00:24:22.412
I don't think she knows how to do

00:24:22.491 --> 00:24:24.453
it.

00:24:24.534 --> 00:24:25.934
I think if she knew how to do

00:24:26.015 --> 00:24:26.134
it,

00:24:26.234 --> 00:24:27.596
you've already asked her to do this

00:24:27.615 --> 00:24:28.416
several times.

00:24:29.038 --> 00:24:30.259
It would have been done by now.

00:24:30.419 --> 00:24:30.538
Yeah.

00:24:31.905 --> 00:24:35.288
So I understand that you have a lot

00:24:35.347 --> 00:24:36.087
on your plate,

00:24:36.528 --> 00:24:38.328
but if you think that this is something

00:24:39.109 --> 00:24:42.270
that is a reasonable expectation and an

00:24:42.330 --> 00:24:44.231
important expectation to get your

00:24:44.291 --> 00:24:45.532
organization to the next level,

00:24:45.972 --> 00:24:47.794
then I'm gonna need you to take a

00:24:47.894 --> 00:24:50.875
more active role in helping this person

00:24:51.175 --> 00:24:53.057
meet that radical minimum standard.

00:24:53.076 --> 00:24:55.057
That's right, I love that.

00:24:55.117 --> 00:24:56.298
Which by the way,

00:24:56.598 --> 00:24:57.419
I think for our listeners,

00:24:57.439 --> 00:24:58.480
we need to remember,

00:24:59.875 --> 00:25:02.277
Sometimes that's us actually coming

00:25:02.297 --> 00:25:04.258
alongside and doing the training.

00:25:05.239 --> 00:25:07.901
Sometimes that is us securing outside

00:25:08.000 --> 00:25:10.563
resources, coaching trainers,

00:25:11.324 --> 00:25:13.465
whatever training mechanisms that might be

00:25:13.645 --> 00:25:14.205
available.

00:25:14.246 --> 00:25:16.867
Sometimes that is sending somebody to get

00:25:16.907 --> 00:25:18.528
a credential or a certification.

00:25:19.329 --> 00:25:21.010
It doesn't have to just be us and

00:25:21.151 --> 00:25:22.211
our time and energy,

00:25:22.613 --> 00:25:24.153
but it is asking the question,

00:25:24.193 --> 00:25:26.414
what is my role as a leader in

00:25:26.476 --> 00:25:29.117
providing the developmental scaffolding

00:25:30.077 --> 00:25:32.140
So that this person can be built up

00:25:32.420 --> 00:25:33.441
in a new way.

00:25:33.461 --> 00:25:33.641
Yeah.

00:25:33.740 --> 00:25:35.041
And when it comes to developmental

00:25:35.082 --> 00:25:36.663
scaffolding, that's such a good image.

00:25:39.944 --> 00:25:42.906
It requires two things, the support,

00:25:43.047 --> 00:25:44.709
which you just kind of outlined some of

00:25:44.729 --> 00:25:46.028
the various ways we can support.

00:25:46.068 --> 00:25:48.391
It might be my own time and energy.

00:25:48.871 --> 00:25:50.472
It might be outside resources.

00:25:50.512 --> 00:25:54.654
It might be a course assistant, you know,

00:25:54.695 --> 00:25:56.757
what a new technology is.

00:25:57.287 --> 00:26:00.769
but it also requires accountability.

00:26:00.868 --> 00:26:02.709
And in those early days,

00:26:03.009 --> 00:26:06.151
when you are trying to move somebody in

00:26:06.191 --> 00:26:06.971
a new direction,

00:26:08.491 --> 00:26:10.472
it means that you have to be providing

00:26:10.512 --> 00:26:13.253
that support and that accountability on a

00:26:13.314 --> 00:26:14.654
very regular basis.

00:26:14.674 --> 00:26:17.056
Hey, here's what we agreed to,

00:26:17.816 --> 00:26:18.537
how's it going?

00:26:19.517 --> 00:26:21.738
We said by this date in three days,

00:26:21.857 --> 00:26:24.098
you were gonna have this checked off,

00:26:24.199 --> 00:26:25.118
is that checked off?

00:26:26.539 --> 00:26:27.461
If not, why?

00:26:27.580 --> 00:26:28.540
If yes, great.

00:26:28.560 --> 00:26:29.342
What's next?

00:26:29.801 --> 00:26:31.482
So instead, what do we do?

00:26:31.542 --> 00:26:33.584
We usually give them a goal.

00:26:33.924 --> 00:26:35.445
We tell them what's expected and we're

00:26:35.465 --> 00:26:37.166
like, sweet, do that.

00:26:37.247 --> 00:26:40.107
I'll check back in in three months and

00:26:40.327 --> 00:26:41.048
it better be done.

00:26:41.169 --> 00:26:41.328
Right.

00:26:42.529 --> 00:26:43.089
It'll be done.

00:26:43.210 --> 00:26:44.230
You will have figured it out.

00:26:45.443 --> 00:26:48.185
But no, that's not how people work.

00:26:48.306 --> 00:26:48.747
That's right.

00:26:48.926 --> 00:26:51.409
We need support and challenge.

00:26:51.548 --> 00:26:53.770
It's why when I'm trying to get my

00:26:53.871 --> 00:26:56.353
fitness in order, I hire a trainer.

00:26:57.933 --> 00:26:59.855
It's why I hire an accountability,

00:26:59.974 --> 00:27:01.696
I bring an accountability partner that's

00:27:01.737 --> 00:27:03.137
going to say, hey,

00:27:03.157 --> 00:27:04.719
you're fighting for your health because

00:27:04.778 --> 00:27:06.099
you want to have a healthy back and

00:27:07.280 --> 00:27:09.803
be mobile well into your eighties, right?

00:27:09.863 --> 00:27:11.324
This is why we're fighting for this.

00:27:11.845 --> 00:27:13.026
And then I need somebody that's going to

00:27:13.066 --> 00:27:14.047
hold me to the task.

00:27:14.166 --> 00:27:14.267
Hey,

00:27:15.057 --> 00:27:17.778
Meet me at the gym at six AM

00:27:17.838 --> 00:27:19.299
on Monday, Wednesdays and Fridays.

00:27:19.319 --> 00:27:20.880
I love that.

00:27:20.940 --> 00:27:22.201
When we think about it,

00:27:22.801 --> 00:27:24.682
we understand that this is what's

00:27:24.722 --> 00:27:25.343
required.

00:27:26.723 --> 00:27:26.844
Yeah.

00:27:26.864 --> 00:27:27.203
So that's,

00:27:28.025 --> 00:27:29.144
so let me just highlight this for our

00:27:29.204 --> 00:27:29.484
listeners.

00:27:29.505 --> 00:27:31.567
That's the third handle, right?

00:27:31.586 --> 00:27:33.867
The first handle is have I clarified and

00:27:34.067 --> 00:27:35.828
gotten agreement on my expectations?

00:27:36.308 --> 00:27:37.170
And secondly is,

00:27:37.670 --> 00:27:39.911
am I playing my part in providing the

00:27:39.931 --> 00:27:41.771
developmental scaffolding?

00:27:42.073 --> 00:27:43.554
So this person can be built up in

00:27:43.574 --> 00:27:43.933
a new way.

00:27:44.473 --> 00:27:45.595
The third handle is,

00:27:48.217 --> 00:27:50.378
are they being provided the appropriate

00:27:50.479 --> 00:27:53.820
calibration of support and accountability?

00:27:54.442 --> 00:27:58.484
I love what you're kind of nuancing here

00:27:58.505 --> 00:28:00.405
is what we would call an appropriate

00:28:00.445 --> 00:28:01.186
feedback loop.

00:28:02.065 --> 00:28:03.086
How are you doing?

00:28:03.145 --> 00:28:04.145
How is it going?

00:28:04.306 --> 00:28:06.768
Are these developmental resources helping

00:28:06.827 --> 00:28:07.087
you?

00:28:07.147 --> 00:28:08.828
Are they actually moving the needle?

00:28:08.848 --> 00:28:10.569
Are you doing the work on your end?

00:28:11.210 --> 00:28:13.372
So it's the support and the accountability

00:28:13.412 --> 00:28:14.392
to say, hey,

00:28:14.771 --> 00:28:15.853
are you on the right track?

00:28:15.932 --> 00:28:17.013
Are we getting where we need to go?

00:28:17.114 --> 00:28:18.714
Do we need to recalibrate?

00:28:19.570 --> 00:28:21.031
something here, right?

00:28:21.112 --> 00:28:23.372
And this is again, just for our listeners,

00:28:23.392 --> 00:28:24.032
you can go back,

00:28:25.133 --> 00:28:26.192
some of our early episodes,

00:28:26.212 --> 00:28:28.294
we unpacked the radical minimum standard

00:28:28.334 --> 00:28:28.894
diagram.

00:28:28.933 --> 00:28:30.134
It's in all of our resources,

00:28:30.875 --> 00:28:32.255
get our book, Upgrade Your Leadership,

00:28:32.275 --> 00:28:32.914
and it's in there.

00:28:33.536 --> 00:28:36.116
It's such a simple diagram that just helps

00:28:36.176 --> 00:28:38.517
leaders understand this is part of our

00:28:38.576 --> 00:28:40.218
responsibility as leaders.

00:28:41.273 --> 00:28:42.835
provide that clear radical minimum

00:28:42.855 --> 00:28:43.775
standard, get agreement,

00:28:44.055 --> 00:28:46.895
provide the developmental scaffolding to

00:28:46.935 --> 00:28:48.737
give people the best chance of meeting or

00:28:48.797 --> 00:28:50.416
exceeding those expectations,

00:28:50.877 --> 00:28:53.519
and then providing the necessary feedback

00:28:53.598 --> 00:28:55.038
loop that provides support and

00:28:55.078 --> 00:28:57.599
accountability to ensure that people are,

00:28:57.880 --> 00:28:59.201
because here's what I tell leaders is

00:28:59.240 --> 00:29:00.040
leaders often ask,

00:29:00.101 --> 00:29:01.741
this is another question that kind of

00:29:02.682 --> 00:29:04.363
comes up with this first question that

00:29:04.403 --> 00:29:05.123
we're wrestling with.

00:29:07.003 --> 00:29:07.163
Well,

00:29:07.183 --> 00:29:08.923
how do I know when this person's just

00:29:08.963 --> 00:29:09.545
not going to work?

00:29:09.565 --> 00:29:09.644
Yeah.

00:29:11.707 --> 00:29:13.448
all right, Eric, you've challenged us.

00:29:14.288 --> 00:29:16.210
So we've clarified and gotten agreement on

00:29:16.230 --> 00:29:17.530
the expectations.

00:29:17.550 --> 00:29:18.971
We provided all the developmental

00:29:19.011 --> 00:29:20.493
scaffolding we think we can provide.

00:29:21.914 --> 00:29:23.096
And we provided support and

00:29:23.115 --> 00:29:23.776
accountability.

00:29:24.557 --> 00:29:28.599
And they're still operating below those

00:29:28.740 --> 00:29:31.122
radical minimum standards or expectations.

00:29:31.201 --> 00:29:32.482
What do we do now?

00:29:32.502 --> 00:29:36.244
And I say, hey, great question.

00:29:36.305 --> 00:29:36.826
As leaders,

00:29:36.945 --> 00:29:38.926
all we can do is give these people

00:29:38.967 --> 00:29:40.628
the best possible chance

00:29:41.327 --> 00:29:43.631
to raise the level of their engagement or

00:29:43.671 --> 00:29:45.794
performance to meet those expectations.

00:29:46.375 --> 00:29:49.018
If somebody persists below those

00:29:49.078 --> 00:29:49.900
expectations,

00:29:50.500 --> 00:29:52.163
either because they're unwilling to do the

00:29:52.202 --> 00:29:55.027
work or unable to get to that level,

00:29:56.670 --> 00:29:58.931
what we would suggest is now they're

00:29:58.971 --> 00:30:00.810
beginning to operate as a liability within

00:30:00.851 --> 00:30:01.990
our team or organization.

00:30:02.711 --> 00:30:04.852
Maybe we reposition them to a job.

00:30:04.872 --> 00:30:06.771
We've seen this happen many times where

00:30:07.093 --> 00:30:09.073
somebody was just in a bad role within

00:30:09.093 --> 00:30:10.133
a right bus,

00:30:10.173 --> 00:30:11.493
but wrong seat on the bus.

00:30:11.973 --> 00:30:13.134
And so they got in a different seat

00:30:13.294 --> 00:30:14.493
and excelled, right?

00:30:14.513 --> 00:30:16.134
Because it was just a bad skill match

00:30:16.174 --> 00:30:17.115
or personality match.

00:30:18.134 --> 00:30:21.215
And then other times we've coached leaders

00:30:21.875 --> 00:30:22.736
to the point where we say, hey,

00:30:22.796 --> 00:30:24.876
you give them X amount of time

00:30:26.394 --> 00:30:27.334
to raise their performance,

00:30:27.374 --> 00:30:29.454
and if they can't or don't want to,

00:30:29.955 --> 00:30:30.496
either way,

00:30:30.935 --> 00:30:32.717
they're a persistent liability and you're

00:30:32.737 --> 00:30:33.717
gonna have to make a change.

00:30:34.117 --> 00:30:36.578
So the people who operate at or above

00:30:36.618 --> 00:30:37.499
that expectation,

00:30:37.999 --> 00:30:39.920
they're operating as an asset below

00:30:40.099 --> 00:30:40.621
liability.

00:30:40.721 --> 00:30:42.040
And I tell people this all the time,

00:30:42.080 --> 00:30:42.582
guess what?

00:30:43.402 --> 00:30:47.284
All of us are constantly in the asset

00:30:47.403 --> 00:30:48.544
and liability range.

00:30:49.565 --> 00:30:51.145
As a leader in our company,

00:30:52.050 --> 00:30:54.652
The number of times where you and others

00:30:54.692 --> 00:30:56.113
on the team have had to bring to

00:30:56.153 --> 00:30:58.433
my attention areas where I was operating

00:30:58.493 --> 00:31:02.214
below a agreed upon expectation within our

00:31:02.234 --> 00:31:03.736
company, an expectation that I set.

00:31:04.925 --> 00:31:06.646
but I was operating below it for whatever

00:31:06.666 --> 00:31:06.987
reason.

00:31:07.907 --> 00:31:09.148
And you brought it to my attention and

00:31:09.229 --> 00:31:09.910
I said, okay.

00:31:10.470 --> 00:31:11.631
So I had to go on my own

00:31:11.671 --> 00:31:14.353
journey of making sure I was clear about

00:31:14.573 --> 00:31:15.913
what the expectation was,

00:31:16.413 --> 00:31:19.096
my own developmental scaffolding,

00:31:19.415 --> 00:31:21.538
and then the feedback with you or other

00:31:21.557 --> 00:31:22.638
team members say, hey,

00:31:22.699 --> 00:31:24.099
am I operating now in a way that

00:31:24.380 --> 00:31:25.820
feels like an asset and is helpful?

00:31:25.980 --> 00:31:26.181
Yes.

00:31:26.221 --> 00:31:26.480
Great.

00:31:26.662 --> 00:31:27.021
Awesome.

00:31:27.182 --> 00:31:27.962
Let's continue going.

00:31:28.303 --> 00:31:29.223
So as human beings,

00:31:29.263 --> 00:31:31.306
we're all going to find in different ways,

00:31:31.445 --> 00:31:33.027
areas of our life and leadership where

00:31:33.047 --> 00:31:34.288
we're going to kind of dip below that

00:31:34.328 --> 00:31:34.548
line.

00:31:34.749 --> 00:31:35.589
That's expected.

00:31:35.609 --> 00:31:36.911
That's what it means to be human.

00:31:37.872 --> 00:31:38.271
That's right.

00:31:38.311 --> 00:31:40.713
We should all have permission to grow,

00:31:40.755 --> 00:31:41.414
to develop,

00:31:41.555 --> 00:31:43.096
to become a better version of ourselves.

00:31:43.136 --> 00:31:45.057
But if there isn't a really clear

00:31:45.159 --> 00:31:47.381
framework for it,

00:31:49.773 --> 00:31:51.815
what I have seen more often than not

00:31:52.494 --> 00:31:55.176
is either companies who tolerate

00:31:55.376 --> 00:31:56.237
underperformers,

00:31:57.738 --> 00:31:59.298
who are operating as a liability,

00:32:00.519 --> 00:32:01.941
because we're gonna cope with that

00:32:01.961 --> 00:32:02.280
individual.

00:32:02.300 --> 00:32:03.201
They're really good at one thing,

00:32:03.701 --> 00:32:05.021
but they're a liability in so many other

00:32:05.061 --> 00:32:05.281
areas.

00:32:06.602 --> 00:32:08.403
Or what we find is this kind of

00:32:08.442 --> 00:32:11.784
like revolving door of people coming in

00:32:11.804 --> 00:32:13.144
and out because we just can't find the

00:32:13.164 --> 00:32:13.625
right person.

00:32:14.025 --> 00:32:16.266
And I tell people like,

00:32:16.385 --> 00:32:18.166
would you handle your kids that way?

00:32:18.186 --> 00:32:19.606
And these aren't our kids.

00:32:19.626 --> 00:32:21.488
I don't wanna push that analogy too far.

00:32:22.448 --> 00:32:22.607
Like,

00:32:22.807 --> 00:32:23.949
what did you have to do with your

00:32:23.989 --> 00:32:24.269
kids?

00:32:24.308 --> 00:32:26.150
And it's unbelievable to me because the

00:32:26.190 --> 00:32:27.510
moment kids become teenagers,

00:32:27.550 --> 00:32:28.691
parents fall into this trap of like,

00:32:28.711 --> 00:32:29.852
I don't know, you're adulting now.

00:32:29.872 --> 00:32:30.873
Like you should be able to figure this

00:32:31.012 --> 00:32:31.873
stuff out on your own.

00:32:32.252 --> 00:32:36.275
No, they still need these three things,

00:32:36.355 --> 00:32:36.634
right?

00:32:36.675 --> 00:32:37.756
The clear expectations,

00:32:37.776 --> 00:32:39.297
the developmental scaffolding and the

00:32:39.336 --> 00:32:41.057
support and accountability to help them

00:32:41.117 --> 00:32:41.938
continue to grow.

00:32:41.958 --> 00:32:43.519
Like, you know,

00:32:43.538 --> 00:32:45.599
like the parenting or leadership

00:32:45.640 --> 00:32:48.040
responsibility does not end at eleven or

00:32:48.060 --> 00:32:48.602
twelve years old.

00:32:48.622 --> 00:32:50.962
Unfortunately, no.

00:32:51.022 --> 00:32:51.182
But

00:32:51.806 --> 00:32:52.626
On the other hand,

00:32:53.647 --> 00:32:56.030
for the organizations who have committed

00:32:56.070 --> 00:32:58.733
themselves to this framework,

00:32:59.996 --> 00:33:01.438
it's unbelievable what we've seen.

00:33:02.576 --> 00:33:04.397
Like the transformation of individuals who

00:33:04.438 --> 00:33:07.020
finally had a clear pathway of development

00:33:07.201 --> 00:33:09.624
and who now are far exceeding the

00:33:09.683 --> 00:33:11.465
expectations of their leaders.

00:33:12.487 --> 00:33:15.068
People who persisted as liabilities who

00:33:15.589 --> 00:33:17.251
were moved on and new people came in

00:33:17.291 --> 00:33:20.335
and they raised the level of performance

00:33:20.355 --> 00:33:21.675
for the team and the organization.

00:33:21.715 --> 00:33:22.317
Right.

00:33:22.636 --> 00:33:23.178
Right.

00:33:23.198 --> 00:33:23.317
I mean,

00:33:23.337 --> 00:33:24.759
I talk to my clients all the time.

00:33:24.778 --> 00:33:25.160
I'm like,

00:33:25.220 --> 00:33:26.942
every time you upgrade personnel,

00:33:27.162 --> 00:33:29.423
whether you upgrade the individual through

00:33:29.443 --> 00:33:31.787
this developmental journey or you bring in

00:33:31.826 --> 00:33:35.510
somebody else who can deliver and is

00:33:35.550 --> 00:33:36.471
willing to grow and develop,

00:33:37.211 --> 00:33:39.734
you're constantly upgrading your

00:33:39.795 --> 00:33:40.435
organization.

00:33:40.455 --> 00:33:40.615
Right.

00:33:41.714 --> 00:33:42.174
That's right.

00:33:42.194 --> 00:33:43.135
That's so good.

00:33:43.836 --> 00:33:46.680
Well, I think let's wrap this one here.

00:33:46.720 --> 00:33:50.683
We can geek out on this stuff for

00:33:51.204 --> 00:33:51.505
hours.

00:33:52.566 --> 00:33:54.528
But I do want to say for our

00:33:54.567 --> 00:33:55.148
listeners,

00:33:55.469 --> 00:33:57.211
if you would like to go deeper or

00:33:57.270 --> 00:33:59.333
have more conversations about this stuff,

00:34:00.134 --> 00:34:02.414
please join us for our masterclasses.

00:34:03.695 --> 00:34:05.217
We have them regularly.

00:34:05.317 --> 00:34:06.637
You can find out when our next one

00:34:06.678 --> 00:34:10.519
is going to be at mpwrcoaching.com slash

00:34:10.760 --> 00:34:11.601
masterclass.

00:34:12.221 --> 00:34:13.101
Or as Eric said,

00:34:13.202 --> 00:34:15.063
if you want to go deeper on any

00:34:15.103 --> 00:34:16.422
of this stuff, y'all,

00:34:16.443 --> 00:34:18.083
we have so many resources,

00:34:18.264 --> 00:34:21.827
books and podcasts and e-courses and my

00:34:21.867 --> 00:34:22.646
goodness, you name it,

00:34:22.666 --> 00:34:23.527
we probably have it.

00:34:23.668 --> 00:34:23.827
So

00:34:24.641 --> 00:34:25.422
And the other thing, Dawn,

00:34:25.442 --> 00:34:27.864
that I love is when people just book

00:34:27.903 --> 00:34:28.204
a call.

00:34:28.403 --> 00:34:30.304
Go to our website, click the button,

00:34:30.324 --> 00:34:30.885
book a call,

00:34:31.965 --> 00:34:33.266
and you're going to talk to one of

00:34:33.367 --> 00:34:33.606
us.

00:34:33.927 --> 00:34:34.507
That's right.

00:34:34.527 --> 00:34:35.047
I mean, it's unbelievable.

00:34:35.068 --> 00:34:35.987
I was just on a call this morning

00:34:36.007 --> 00:34:37.429
with a gentleman who was listening to the

00:34:37.449 --> 00:34:38.670
podcast, went to the website,

00:34:38.789 --> 00:34:39.289
booked a call.

00:34:39.510 --> 00:34:40.150
We got on the call.

00:34:40.309 --> 00:34:41.891
This was literally the conversation we

00:34:41.911 --> 00:34:42.331
were having.

00:34:42.731 --> 00:34:43.972
Has built an incredible business,

00:34:43.992 --> 00:34:46.094
but terribly frustrated by the

00:34:46.173 --> 00:34:47.554
underperformance of a number of team

00:34:47.594 --> 00:34:47.954
members.

00:34:48.414 --> 00:34:49.554
And we had this conversation.

00:34:49.594 --> 00:34:50.675
He said, oh, my gosh, Eric,

00:34:50.715 --> 00:34:52.117
I've never thought about it this way.

00:34:52.677 --> 00:34:54.237
I didn't realize that maybe I'm part of

00:34:54.257 --> 00:34:54.818
the problem,

00:34:54.838 --> 00:34:56.619
that I'm not providing clear expectations

00:34:56.639 --> 00:34:58.402
or developmental scaffolding or support

00:34:58.422 --> 00:34:58.922
and accountability.

00:34:59.362 --> 00:35:00.262
I said, no problem.

00:35:00.443 --> 00:35:01.384
We can help you out with that.

00:35:01.443 --> 00:35:03.065
You learn how to do that and it

00:35:03.085 --> 00:35:05.047
will transform your organization.

00:35:05.947 --> 00:35:06.887
But it's that simple.

00:35:07.047 --> 00:35:08.148
Just book a call with us,

00:35:08.730 --> 00:35:10.030
share with us what's going on.

00:35:10.090 --> 00:35:13.112
We'd love to help you diagnose the

00:35:13.132 --> 00:35:15.335
challenges you're experiencing and point

00:35:15.375 --> 00:35:17.516
you in the direction of the resources or

00:35:17.556 --> 00:35:21.059
coaching or that will take your leadership

00:35:21.099 --> 00:35:21.639
to another level.

00:35:22.193 --> 00:35:25.494
That's right.

00:35:25.514 --> 00:35:26.494
Are you going to close this out?

00:35:26.873 --> 00:35:27.173
Yeah.

00:35:27.253 --> 00:35:28.914
Well, hey, listeners, we love you.

00:35:28.974 --> 00:35:30.394
We're grateful that you spent this time

00:35:30.434 --> 00:35:31.014
with us.

00:35:31.815 --> 00:35:33.615
And we're looking forward to seeing you

00:35:33.655 --> 00:35:34.115
next time.

00:35:34.255 --> 00:35:37.896
If this podcast episode resonated in any

00:35:37.916 --> 00:35:38.476
way, shape or form,

00:35:38.496 --> 00:35:39.577
there's probably other people that you

00:35:39.617 --> 00:35:41.057
know that would resonate with it also

00:35:41.097 --> 00:35:41.898
might be helped by it.

00:35:41.918 --> 00:35:42.318
So please

00:35:43.007 --> 00:35:44.628
obviously subscribe to this podcast,

00:35:44.648 --> 00:35:45.628
but share it with somebody else.

00:35:45.688 --> 00:35:47.590
I just love when friends will share

00:35:47.670 --> 00:35:48.471
podcasts with me,

00:35:48.590 --> 00:35:49.572
podcasts I've never even heard.

00:35:49.592 --> 00:35:49.871
And I'm like,

00:35:49.891 --> 00:35:51.333
where has this podcast been my whole life?

00:35:51.373 --> 00:35:51.813
It's amazing.

00:35:51.833 --> 00:35:53.014
These people are talking about powerful

00:35:53.054 --> 00:35:53.855
things, meaningful things.

00:35:54.434 --> 00:35:55.996
So go ahead and share this podcast with

00:35:56.016 --> 00:35:57.297
a friend, a coworker,

00:35:58.378 --> 00:35:59.798
maybe not passive aggressively,

00:36:03.722 --> 00:36:05.083
but to somebody you actually think might

00:36:05.123 --> 00:36:06.443
be encouraged and helped by it.

00:36:06.664 --> 00:36:08.045
And we'll look forward to seeing you next

00:36:08.065 --> 00:36:08.204
time.