WEBVTT 1 00:00:01.280 --> 00:00:04.679 Welcome to Haacking Your Leadership. I'm Chris and I'm Lorenzo. And Lorenzo on 2 00:00:04.719 --> 00:00:07.639 this episode, I want to talk about one on one meetings, ah my, 3 00:00:07.759 --> 00:00:12.599 one of my most favorite topics. It should be. I remember a 4 00:00:12.599 --> 00:00:17.679 few months ago having Jim Harder from Gallup on the podcast, and he said 5 00:00:17.679 --> 00:00:23.600 that one of the single biggest differentiators between you know, the predictability of an 6 00:00:23.640 --> 00:00:29.719 engaged team versus a disengaged team or even an individual employee, is the frequency 7 00:00:29.839 --> 00:00:35.439 and quality of one on one meetings between the employee and the leader. And 8 00:00:35.759 --> 00:00:39.479 that stuck with me. It was it seems pretty obvious, but the fact 9 00:00:39.439 --> 00:00:45.000 that he says it was kind of the number one indicator that was a huge 10 00:00:45.000 --> 00:00:47.520 takeaway from me. In fact, at the end of the episode, he 11 00:00:47.640 --> 00:00:51.679 said that if he had any advice for leaders listening, it would be to 12 00:00:52.320 --> 00:00:56.679 really focus on that. If you're not doing that already, really focus on 13 00:00:56.719 --> 00:01:00.399 getting regularly scheduled one on one meetings with every person who report it's to you, 14 00:01:00.920 --> 00:01:03.239 and work on the quality of those one on one meetings. And so, 15 00:01:03.359 --> 00:01:07.640 in spirit of that advice, I was looking on LinkedIn a few days 16 00:01:07.640 --> 00:01:12.560 ago when I came across kind of an infograph that was written by a guy 17 00:01:12.640 --> 00:01:18.920 named Justin It looks like Meecham or Mechham. He is a vice president for 18 00:01:19.040 --> 00:01:23.719 Adarama. They do kind of photo video equipment sales stuff out of Utah, 19 00:01:23.879 --> 00:01:26.640 and I've purchased things from that company in the past, you know, like 20 00:01:26.680 --> 00:01:30.760 equipment. So it's interesting to see who wrote this. And he posted this 21 00:01:30.799 --> 00:01:37.879 infograph that talks about the quality of one on one meetings between managers and employees 22 00:01:37.920 --> 00:01:42.879 and really how to how to lean into making sure they are high quality and 23 00:01:42.920 --> 00:01:46.000 what they're for. I think a lot of leaders struggle with this in terms 24 00:01:46.040 --> 00:01:49.400 of making sure like they understand the value of having them, They understand that 25 00:01:49.480 --> 00:01:53.480 they need to be quality, you know, high quality, but I think 26 00:01:53.519 --> 00:01:57.560 a lot of them kind of wing it and it can lead to you know, 27 00:01:57.680 --> 00:02:00.480 poor results or for it, you know, being away of time. 28 00:02:00.799 --> 00:02:02.560 Have you have you seen leaders who who've done this and done it kind of 29 00:02:02.920 --> 00:02:06.000 poorly, but they had the best of intentions. Yeah. Well, it's 30 00:02:06.040 --> 00:02:07.280 one of those things, like all things, where you kind of have to 31 00:02:07.319 --> 00:02:09.439 have some skill in this. You've got to have some practice in this, 32 00:02:09.520 --> 00:02:13.319 you have to have intent, you have to consider and think about like what 33 00:02:13.360 --> 00:02:16.240 are the outcomes that you want out of the conversation, And in in in 34 00:02:16.800 --> 00:02:21.639 industries like retail, right, a lot of times the outcome you want in 35 00:02:21.639 --> 00:02:24.080 the conversation is like for the for the employee to do something differently or to 36 00:02:24.159 --> 00:02:28.879 improve on a behavior or a skill set, and so many times that becomes 37 00:02:28.919 --> 00:02:32.639 the focus of the conversation versus thinking about kind of the bigger picture in a 38 00:02:32.680 --> 00:02:37.800 one to one meeting, to making sure that you're connecting with uh, with 39 00:02:37.800 --> 00:02:42.840 with with a team member, you're having open dialogue, you're listening to understand, 40 00:02:43.080 --> 00:02:46.360 you're you know, you have to have some patience and some genuine curiosity. 41 00:02:47.120 --> 00:02:51.439 But I think that for me is what I see is that you to 42 00:02:51.479 --> 00:02:53.039 your point, you have leaders that have the best of intent, but they've 43 00:02:53.080 --> 00:02:58.199 not had the time to kind of build skill here. And because there's an 44 00:02:58.199 --> 00:03:02.759 authority element of a one to one like this, it's rare that an employee 45 00:03:02.759 --> 00:03:07.280 will give the feedback or coach their leader on what they need out of the 46 00:03:07.319 --> 00:03:12.000 conversation. So they kind of just take what they're given and then they walk 47 00:03:12.039 --> 00:03:15.639 away and maybe they're not you know, pushing back, they're not asking questions 48 00:03:15.719 --> 00:03:16.800 or kind of like, well, I guess this is what this is about, 49 00:03:17.560 --> 00:03:22.039 as opposed to the leader really setting the standard and creating a space to 50 00:03:22.080 --> 00:03:28.039 have dialogue around what's necessary for that employee to have the best potential outcome of 51 00:03:28.080 --> 00:03:30.800 the meeting that will then influence you know, them doing amazing work, right. 52 00:03:31.000 --> 00:03:35.879 I think that's spot on. I also think there's a the idea of 53 00:03:35.919 --> 00:03:39.479 the frequency of these is really important. And you know, in this infograph, 54 00:03:40.120 --> 00:03:44.319 Justin says that it should be you know, weekly thirty minute slots, 55 00:03:44.319 --> 00:03:47.280 and if that works for your team, that's great. You know, in 56 00:03:47.280 --> 00:03:51.719 some cases it's not as frequent as thirty minutes, depending on how many people 57 00:03:51.759 --> 00:03:54.800 you have reporting to you or how often you interact with them. In an 58 00:03:54.800 --> 00:04:00.479 office environment where everybody's there Monday through Friday nine to five, it probably does 59 00:04:00.520 --> 00:04:02.599 work to have weekly thirty minute slots. In a retail environment, maybe it 60 00:04:02.599 --> 00:04:06.120 doesn't. Maybe it's not as often as that, but whatever it is, 61 00:04:06.520 --> 00:04:12.800 there should be an interval that the employee and you can rely on and they 62 00:04:12.840 --> 00:04:16.040 can be rescheduled, but they should never be canceled. If it's just you 63 00:04:16.040 --> 00:04:20.279 know, something something comes up, that's fine, but that needs to be 64 00:04:20.519 --> 00:04:27.360 an in person conversation or over the phone conversation that just says, hey, 65 00:04:27.360 --> 00:04:30.759 I'm really sorry I have to reschedule, but here's the actual time it's going 66 00:04:30.839 --> 00:04:33.000 to be, not I'm going to reschedule, and I'll let you know because 67 00:04:33.000 --> 00:04:36.720 I'm going to reschedule the same thing as canceling, right, Rescheduling means here's 68 00:04:36.759 --> 00:04:41.480 the new day and time, and then kind of holding yourself to it because 69 00:04:42.040 --> 00:04:45.399 again, things do come up, but it shouldn't be every time that something 70 00:04:45.439 --> 00:04:48.439 comes up, Otherwise it becomes that the meeting is no longer important. So 71 00:04:48.680 --> 00:04:54.040 having a regular interval is important to do. And the reason I think it's 72 00:04:54.040 --> 00:04:59.079 important to have a regular interval is that if the meetings that you have with 73 00:04:59.120 --> 00:05:03.480 them are are based on the performance only, so they've done something that needs 74 00:05:03.480 --> 00:05:09.399 coaching or feedback or something like that that doesn't always happen on a on a 75 00:05:09.560 --> 00:05:14.279 consistent interval, that happens whenever it happens. And if you have these things 76 00:05:14.319 --> 00:05:17.399 scheduled all the time that can be relied on, there becomes this cadence and 77 00:05:17.839 --> 00:05:24.720 rhythm and and kind of symbiosis that occurs between you and the employee over time, 78 00:05:24.920 --> 00:05:27.839 as you get into a rhythm with each other. And then when you 79 00:05:27.879 --> 00:05:31.720 put when you pull in things like something to work on, it's much more 80 00:05:31.759 --> 00:05:36.920 easily absorbed because it's not viewed as, oh, every time I'm every time 81 00:05:36.959 --> 00:05:40.360 I'm scheduled for a meeting, it's going to be to go over something I've 82 00:05:40.360 --> 00:05:44.439 done wrong. If the employee gets that impression, then you're not having them 83 00:05:44.439 --> 00:05:46.879 often enough because they're only doing something wrong and every once in a while and 84 00:05:46.879 --> 00:05:50.360 and the rest of this time should be around things they can do to help 85 00:05:50.399 --> 00:05:54.319 themselves get better and open doors for them. Yeah, and I think too, 86 00:05:54.519 --> 00:05:57.680 like and I kind of like like that this list he has your kind 87 00:05:57.680 --> 00:06:00.480 of flows its way through there. But like having an agenda and having intention 88 00:06:00.680 --> 00:06:05.240 as the leader, is your responsibility, right, This is about their time, 89 00:06:05.319 --> 00:06:09.560 This is about their development. This is about you know, making sure 90 00:06:09.600 --> 00:06:12.600 that that they've got some thoughts that they want to have kind of prepared for 91 00:06:12.639 --> 00:06:15.639 this conversation. But you do have a responsibility to make sure that you're prepared 92 00:06:15.680 --> 00:06:20.800 to acknowledge achievements and consider different things that are going on from a coaching standpoint, 93 00:06:20.800 --> 00:06:25.879 support standpoint where they're at in skill growth. But preparation here is imperative 94 00:06:25.920 --> 00:06:29.120 because if you're not prepared, if it feels like you're just sitting down with 95 00:06:29.120 --> 00:06:30.560 me and you're flustered and don't know what's going on, or like let me 96 00:06:30.560 --> 00:06:33.920 see what like, it doesn't feel like you have the intention to really want 97 00:06:33.959 --> 00:06:38.639 to have an impact. I also think that like having a quiet, private 98 00:06:38.680 --> 00:06:44.600 space, right, it is tough sometimes to have real open dialogue where it 99 00:06:44.639 --> 00:06:48.439 can organically lead to where you're solving things together if you're constantly being interrupted. 100 00:06:49.240 --> 00:06:53.199 And as a leader, of course, like look, you got to pay 101 00:06:53.199 --> 00:06:57.279 attention. Right. We live in a technology world. It's really easy to 102 00:06:57.879 --> 00:07:00.920 have your phone, have your computer, have your alerts going off, things 103 00:07:01.000 --> 00:07:03.800 like that. Yes, there's always going to be things that happen. Yes 104 00:07:03.879 --> 00:07:06.360 there will be things that Sometimes I've had to do it. It feels horrible 105 00:07:06.360 --> 00:07:10.680 to have to walk away for a minute because something popped up. But it's 106 00:07:10.720 --> 00:07:14.480 one of the main reasons why when I have development conversations, it's always with 107 00:07:14.519 --> 00:07:16.879 pen and paper. Even if I have my phone in my pocket, i 108 00:07:16.920 --> 00:07:19.160 have a watch on my wrist, I can tell me what's going on. 109 00:07:19.519 --> 00:07:24.120 When I'm talking to somebody about their development, it is pen and paper. 110 00:07:24.639 --> 00:07:29.399 Typically in one of my notebooks because that really allows me to focus and then 111 00:07:29.480 --> 00:07:32.600 take notes. And it's helpful because it gives me something to follow up on 112 00:07:33.160 --> 00:07:35.199 later on the next time we sit down, I can look back at the 113 00:07:35.240 --> 00:07:39.800 notes and refresh myself from what we talked about going into the next meeting. 114 00:07:39.879 --> 00:07:44.519 Yeah, that's so truth. I carry around a little a little stenopad in 115 00:07:44.560 --> 00:07:47.199 my back pocket that I can use for this for one on ones, because 116 00:07:47.560 --> 00:07:53.360 you know, there was a long time ago I wanted to not have technology 117 00:07:53.360 --> 00:07:56.959 with me, and in giving pressure, I was listening and I thought that 118 00:07:57.040 --> 00:08:00.240 if I start taking notes, it gives the impression that I'm not listening, 119 00:08:00.279 --> 00:08:03.839 that I'm that I'm you know, that I can't be relied on to remember 120 00:08:03.839 --> 00:08:05.639 this. So it's it was almost like when you go to a restaurant and 121 00:08:07.000 --> 00:08:11.680 the server comes over and they're trying to show they can remember everybody's order, 122 00:08:11.720 --> 00:08:13.680 and so they just in the entire time, I'm just thinking, mine's gonna 123 00:08:13.680 --> 00:08:16.639 get messed up. Just just get just get paper out and write it down. 124 00:08:18.000 --> 00:08:20.360 It doesn't bother me that you need to write it down. I'd rather 125 00:08:20.399 --> 00:08:22.399 have it be good, you know, than have you show that you can 126 00:08:22.480 --> 00:08:26.879 remember it. This is the exact same thing. I don't think employees look 127 00:08:26.920 --> 00:08:31.199 at you writing notes and think to themselves, why can't they just remember this? 128 00:08:31.839 --> 00:08:35.879 They think this person cares enough about this to write it down so that 129 00:08:35.919 --> 00:08:37.720 they can go back to it. Especially if if you have a lot of 130 00:08:37.840 --> 00:08:41.360 a lot of employees reporting to you, you need to take notes and you 131 00:08:41.360 --> 00:08:43.639 need to be able to reference it back again because the next one of these 132 00:08:43.639 --> 00:08:46.480 meetings might be one or two or four weeks, you know, down the 133 00:08:46.559 --> 00:08:50.120 road, and you need to be able to fall up on it. And 134 00:08:50.159 --> 00:08:54.039 I made this mistake once of not having those notes, and then I forgot 135 00:08:54.080 --> 00:08:56.440 some of the things that were really important that I said I would follow up 136 00:08:56.440 --> 00:09:00.799 on because there was a lot that happened in that meeting, and and because 137 00:09:00.840 --> 00:09:03.600 I dropped the ball on that, I felt really bad and I wanted to 138 00:09:03.600 --> 00:09:05.600 make sure that never happened going forward. But I definitely agree with about about 139 00:09:05.799 --> 00:09:09.000 no technology. And that doesn't mean taking your phone out of your pocket and 140 00:09:09.000 --> 00:09:11.320 putting upside down on the table in front of you, because I think a 141 00:09:11.320 --> 00:09:13.679 lot of people do that to show like, oh it's up, it's upside 142 00:09:13.679 --> 00:09:16.759 down. I'm not going to be looking at it in your pocket. If 143 00:09:16.759 --> 00:09:20.960 it's on the table and it goes off, it's the on the table that's 144 00:09:22.000 --> 00:09:24.799 distracting too, So keep it in your pocket and just don't look at it. 145 00:09:24.879 --> 00:09:26.879 You know, it's it's a short meeting, and and give the person 146 00:09:26.960 --> 00:09:33.679 the time that they deserve at being kind of with there with them in the 147 00:09:33.720 --> 00:09:35.679 moment, and then you can always check your phone, you know, later 148 00:09:35.720 --> 00:09:39.399 when the when the meeting is done. One of the things that he says 149 00:09:39.399 --> 00:09:43.799 in this in this list that I really love is when he says, when 150 00:09:43.799 --> 00:09:48.519 you're giving actionable feedback, you always and he always, in all caps, 151 00:09:48.919 --> 00:09:54.519 always give examples. Uh. The one of the worst one on ones that 152 00:09:54.600 --> 00:09:58.480 I ever had in terms of given to me was when someone was giving me 153 00:09:58.559 --> 00:10:03.360 feedback and they couldn't give us single example of anything they were giving me feedback 154 00:10:03.399 --> 00:10:07.039 on. And it felt terrible at first, and then it went from me 155 00:10:07.080 --> 00:10:09.720 feeling terrible about it to me feeling like this person has no idea what they're 156 00:10:09.759 --> 00:10:15.519 talking about. Because one of the pieces of feedback they gave me, I 157 00:10:16.720 --> 00:10:20.279 felt that it was right, and then another piece of feedback they gave me, 158 00:10:20.360 --> 00:10:22.840 I felt this is not right. Like I'm genuinely curious now why this 159 00:10:22.919 --> 00:10:26.720 is the impression because I disagree with I don't have any part of me that 160 00:10:26.759 --> 00:10:28.240 agrees with this at all. And then they couldn't give examples, and I 161 00:10:28.279 --> 00:10:31.000 was like, well, then what's the point, Like, what are you 162 00:10:31.000 --> 00:10:35.639 telling me to actually fix if you can't give an example of when you actually 163 00:10:35.639 --> 00:10:39.240 saw this? And it was because that they they weren't in a position to 164 00:10:39.480 --> 00:10:43.840 notice or have examples. They had to get them from other people, and 165 00:10:43.879 --> 00:10:46.120 they didn't. They didn't do that work in advance. So you always have 166 00:10:46.159 --> 00:10:52.000 to give examples of any type of feedback. Otherwise it's you know, it's 167 00:10:52.039 --> 00:10:56.039 just kind of a it's telling them how to change something based on how you 168 00:10:56.120 --> 00:11:01.080 feel and not based on what they actually did. That was incorrect, That 169 00:11:01.159 --> 00:11:05.879 is, that's never good because feed that should never be based on what they're 170 00:11:05.919 --> 00:11:09.679 doing for you. They should be based on what they're doing for themselves, 171 00:11:09.039 --> 00:11:13.279 and that involves actual behaviors. Yeah, I like you said that because I 172 00:11:13.279 --> 00:11:16.639 think that being specific is so important here, Like you're gonna have data points 173 00:11:16.679 --> 00:11:20.279 that are gonna kind of lead you down a path around maybe somebody's work performance, 174 00:11:20.639 --> 00:11:24.480 but if you really want to have an impact on changing the behavior that 175 00:11:24.519 --> 00:11:26.519 will then change the data. You have to, as you said, kind 176 00:11:26.519 --> 00:11:28.960 of be in a position to notice. You have to use examples of things 177 00:11:28.960 --> 00:11:33.639 that you have personally observed, conversations that you've had, follow up that you've 178 00:11:33.639 --> 00:11:35.879 done. Because I think if you're, if you're again, if you're if 179 00:11:35.879 --> 00:11:39.159 you're stepping into this with the intention of helping them to get better, then 180 00:11:39.200 --> 00:11:41.679 having those specific examples is absolutely critical. And then I think when it comes 181 00:11:41.679 --> 00:11:45.200 to like setting goals, that's another thing that he's got in here that I 182 00:11:45.240 --> 00:11:48.279 really like is is including them in the goal setting. And here's what that 183 00:11:48.360 --> 00:11:52.759 might look like. There's many times that that organizations will define goals for you. 184 00:11:52.759 --> 00:11:54.039 They're going to tell you what the goal is, and so like you 185 00:11:54.279 --> 00:11:56.960 can say like, okay, well here's the goal. We know this is 186 00:11:56.960 --> 00:11:58.919 the goal. You're not at the goal, let's keep it going. We 187 00:11:58.919 --> 00:12:01.320 need to get better than this goal, versus saying, hey, Chris, 188 00:12:01.360 --> 00:12:05.799 you know you and I know what the goal is for the organization. Really, 189 00:12:05.840 --> 00:12:07.759 so what I love to to take a look at is here's the current 190 00:12:07.840 --> 00:12:11.440 results that you've got right now. How do you feel about these and do 191 00:12:11.519 --> 00:12:16.320 you feel that these represent your best work? Right right, Okay, Like, 192 00:12:16.360 --> 00:12:20.080 can we agree that you know that that you could do better here? 193 00:12:20.120 --> 00:12:22.200 Cool? I can agree with that. Now let's talk about this. What 194 00:12:22.240 --> 00:12:24.919 would you need? What are the things that you would need to help you 195 00:12:26.519 --> 00:12:28.480 achieve this goal? What do you what are the hurdles that you have right 196 00:12:28.519 --> 00:12:31.080 now? Do you have anything that you think and then if you have some 197 00:12:31.200 --> 00:12:33.320 great I can listen to them, I can align, we can talk about 198 00:12:33.360 --> 00:12:37.360 it or rewind back a couple of things. I can say, Okay, 199 00:12:37.399 --> 00:12:41.200 well, I've got a couple of specific examples of things that I've observed that 200 00:12:41.279 --> 00:12:43.679 I think could be changed or adjusted that would help you achieve this goal. 201 00:12:43.759 --> 00:12:48.440 So again, you know, it's it's more than just here's the number. 202 00:12:48.720 --> 00:12:50.519 Can we agree that's the goal? Now? Go get it? And it's 203 00:12:50.559 --> 00:12:56.159 more around connecting, like does that feel right? Does does that feel you 204 00:12:56.200 --> 00:13:01.559 know? Does the employee look at that and say, I'm proud of what 205 00:13:01.600 --> 00:13:05.600 I've accomplished or not. Maybe they're new to the role, maybe they're new 206 00:13:05.639 --> 00:13:09.159 to a skill. Maybe that they've seen some vast improvement over the last time 207 00:13:09.200 --> 00:13:13.120 you talk to them, but they're still not there yet. That still needs 208 00:13:13.159 --> 00:13:16.000 to be recognized to a degree when they when you see the behaviors are happening, 209 00:13:16.399 --> 00:13:18.759 and that's really important to do that. And I think that including them 210 00:13:18.759 --> 00:13:22.879 in the goals is absolutely correct. And then I love the next point around 211 00:13:22.919 --> 00:13:26.519 asking them how you can be a better manager, And that's that's so much 212 00:13:26.639 --> 00:13:30.440 more than like do you need anything else from me? How can I support 213 00:13:30.519 --> 00:13:33.879 you? Right? You know how it can be done very wrong in many 214 00:13:33.919 --> 00:13:37.120 instances, many instances, right, really yeah, but if it's done right, 215 00:13:37.120 --> 00:13:39.039 it's a good thing. Yes, And this is one of the things 216 00:13:39.039 --> 00:13:43.879 where I will always give leaders the pass on the first one, which is 217 00:13:43.919 --> 00:13:46.159 like, hey, what are some things that I can do differently to support 218 00:13:46.200 --> 00:13:48.799 you in a way that can help you achieve these goals. And then it's 219 00:13:48.840 --> 00:13:52.600 kind of like, no, keep it the same, like let's keep our 220 00:13:52.679 --> 00:13:54.960 touchpass. I just need the I need the feedback, keep it real with 221 00:13:56.000 --> 00:13:58.320 me, be transparent, like you know all that stuff. Okay, so 222 00:13:58.440 --> 00:14:01.879 unlikely you're gonna get real specific feedback from a person on what you can do 223 00:14:01.919 --> 00:14:03.799 differently. So that's exactly what I do. Then I hear that and I 224 00:14:03.799 --> 00:14:05.919 say, okay, great. So then the next time we sit down, 225 00:14:05.960 --> 00:14:09.879 here's what I need from you. I need two specific things. I'm going 226 00:14:09.919 --> 00:14:13.120 to come with some specific things that I've observed. I need two specific things 227 00:14:13.159 --> 00:14:18.200 from you about things that I can do differently, whether that's with you directly, 228 00:14:18.240 --> 00:14:22.519 whether that's with the larger team, whether that's with peers. What are 229 00:14:22.639 --> 00:14:26.919 things that I can address that will be helpful in helping you achieve the goals 230 00:14:26.919 --> 00:14:28.799 that you want to achieve. I need two of those next time. And 231 00:14:28.879 --> 00:14:33.799 sometimes it's like you need to go that with that level of clarity to make 232 00:14:33.799 --> 00:14:37.200 sure they're coming with those things. And again, it doesn't have to be 233 00:14:37.320 --> 00:14:41.639 necessarily between me and the person, but it could be my influence as the 234 00:14:41.720 --> 00:14:43.960 leader of people of things that need to be addressed collectively as a team. 235 00:14:45.080 --> 00:14:46.720 Right, And I like to add something to that too, because I agree 236 00:14:46.759 --> 00:14:50.320 with you, But I would also say that I like to add to it. 237 00:14:50.399 --> 00:14:54.600 This the idea of you know, the old for meeting feedback. There's 238 00:14:54.679 --> 00:14:58.559 the start, stop, and continue, like tell me something I should start 239 00:14:58.600 --> 00:15:03.200 doing I am not doing. Now, tell me something that I should stop 240 00:15:03.240 --> 00:15:05.879 doing that I'm currently doing, and tell me something that I should continue doing. 241 00:15:05.480 --> 00:15:09.279 Because because it worked well when it comes to asking people to bring feedback, 242 00:15:11.200 --> 00:15:13.759 it doesn't necessarily need to be something that I need to change. It 243 00:15:13.759 --> 00:15:18.039 could be something that they found very valuable and they want me to continue doing, 244 00:15:18.320 --> 00:15:22.440 or it could be something that I'm not doing they want me to do, 245 00:15:22.600 --> 00:15:24.480 or something that I am doing they don't they want me to stop doing. 246 00:15:24.960 --> 00:15:30.679 And so it kind of opens some doors of what that means because the 247 00:15:30.720 --> 00:15:33.600 idea is having a feedback loop. That is two way. The idea is 248 00:15:33.639 --> 00:15:39.480 about making them comfortable with giving you feedback and showing that you will address that 249 00:15:39.559 --> 00:15:45.639 feedback with your own changes and actions, because it's less about the feed that 250 00:15:45.720 --> 00:15:48.080 you know what it is that you should change, and more about showing this 251 00:15:48.159 --> 00:15:54.080 employee that it's not just about them changing things because you said to change it. 252 00:15:54.080 --> 00:15:58.960 It's that you see this as a relationship of reciprocity and that if they 253 00:15:58.960 --> 00:16:03.279 have feedback for you, they can rely on that it will be actionable and 254 00:16:03.320 --> 00:16:07.759 that you can you can make those changes for them because that's what like lifts 255 00:16:07.799 --> 00:16:11.399 the relationship and allows for people to do, you know, better and high 256 00:16:11.759 --> 00:16:14.960 higher quality work. I want to go back to the goal setting thing just 257 00:16:15.000 --> 00:16:18.919 for one last thing. The the the importance of setting goals is there, 258 00:16:19.399 --> 00:16:26.919 but I think even if an employee can't say that they will meet whatever the 259 00:16:26.279 --> 00:16:30.960 target of the organization is or the goal that's been set for them. I 260 00:16:30.000 --> 00:16:33.799 do think it's important, especially for a new employee or for one who's who's 261 00:16:33.840 --> 00:16:41.480 particularly struggling with with getting there and the idea that that that steps towards the 262 00:16:41.519 --> 00:16:45.840 goal are still something to be celebrated that I think it's okay to allow an 263 00:16:45.879 --> 00:16:52.840 employee to set a goal for themselves that is shy of the target, because 264 00:16:52.000 --> 00:16:56.120 the idea is that you want them to tell you what they can do, 265 00:16:56.639 --> 00:17:00.960 not to tell them this is what the expectation is and you're going to do 266 00:17:00.039 --> 00:17:03.640 this. At some point that might become necessary. But when when it comes 267 00:17:03.640 --> 00:17:07.200 to, you know, changing a behavior in these first you know, one 268 00:17:07.319 --> 00:17:11.079 or two or three meetings with a person having having them set a goal for 269 00:17:11.160 --> 00:17:15.359 themselves that may not be exactly where they need to be, where the where 270 00:17:15.400 --> 00:17:18.000 the end goal is, but something that's along the way. It puts the 271 00:17:18.000 --> 00:17:22.799 the ownership back on them and it's like, well, this isn't a goal 272 00:17:22.880 --> 00:17:25.880 that has been set for you. This is a goal that you set for 273 00:17:25.920 --> 00:17:29.240 yourself and that you told me was the goal. I think that goes a 274 00:17:29.240 --> 00:17:33.880 long way to making an employee feel like they have some ownership over this, 275 00:17:33.880 --> 00:17:37.880 this whole thing, and and and getting to a place where where the next 276 00:17:37.920 --> 00:17:40.400 meeting with them can be like, I'm not even looking at the goal from 277 00:17:40.440 --> 00:17:44.119 the organization. This is what you told me. Tell me what it is 278 00:17:44.160 --> 00:17:45.880 that you did in order to get there, and and and how you were 279 00:17:45.920 --> 00:17:49.519 either were able to accomplish it or were not able to accomplish it absolutely And 280 00:17:49.559 --> 00:17:52.200 with that it brings us to this episodes one Minute Hack. But first a 281 00:17:52.240 --> 00:17:56.920 few worse from our sponsors. All right, for this episode one Minute Hackers, 282 00:17:56.960 --> 00:17:59.599 I want you to do. We're going to post this infograph in the 283 00:17:59.599 --> 00:18:04.079 podcast description by justin read through it because if you're already doing one on ones 284 00:18:04.079 --> 00:18:07.440 with your team at all, like any interval, I want you to read 285 00:18:07.480 --> 00:18:12.240 through this in order to kind of reboot this process in a way that is 286 00:18:12.559 --> 00:18:18.079 you know, more productive. Reach out to your individual people and you know, 287 00:18:18.160 --> 00:18:21.559 send them a note in advance and say you would like to kind of 288 00:18:21.599 --> 00:18:25.279 talk about the meetings that you have with them in general and how they can 289 00:18:25.319 --> 00:18:27.759 be better or more productive. Ask them to bring things to the table that 290 00:18:29.319 --> 00:18:32.559 would help them feel like the meetings were more productive, so that you know 291 00:18:32.640 --> 00:18:34.079 for a fact that they get a lot out of this time, and that 292 00:18:34.119 --> 00:18:37.839 you get a lot out of this out of this time. If you don't 293 00:18:37.880 --> 00:18:41.920 have these going already, that's a problem and you need to but start with 294 00:18:42.119 --> 00:18:47.640 a meeting with them about these one on ones. Tell them this is going 295 00:18:47.720 --> 00:18:51.119 to be something you want to do on a regular interval. If it's something 296 00:18:51.359 --> 00:18:53.359 if it's an interval they can be involved in in terms of choosing an interval, 297 00:18:53.839 --> 00:18:56.519 then let them be involved in that and kind of get their feedback on 298 00:18:56.559 --> 00:19:00.279 how they want these to go. That doesn't take a note in advance, 299 00:19:00.359 --> 00:19:03.920 that's just kind of using the first one to kind of work through it. 300 00:19:03.119 --> 00:19:07.319 But again, if you have already some idea of these things happening in your 301 00:19:07.400 --> 00:19:14.200 organization, then send them a note in advance, ask them to bring feedback 302 00:19:14.200 --> 00:19:17.359 to the table and kind of reboot this process in a way that lets them 303 00:19:17.400 --> 00:19:19.240 feel like going forward, they're gonna get a lot out of this, because 304 00:19:19.359 --> 00:19:22.839 otherwise, if they if they leave these one on ones feeling if it was 305 00:19:22.839 --> 00:19:25.240 a waste of time, then it will be a waste of time. They 306 00:19:25.240 --> 00:19:27.720 need to look forward to these as something that is energizing and that they can 307 00:19:27.799 --> 00:19:32.160 use as a way to give you feedback and vice versa. Yeah, and 308 00:19:32.160 --> 00:19:36.160 I would say too, I think you know, many times this is just 309 00:19:36.200 --> 00:19:38.880 a part of the process with any leader of people that you're doing constantly and 310 00:19:38.920 --> 00:19:41.920 you're already doing for the most part, So like, I think it's always 311 00:19:41.920 --> 00:19:45.400 good though, to kind of check yourself and kind of just do a little 312 00:19:45.400 --> 00:19:48.039 bit of a reset. So even if it's like, hey, I'm doing 313 00:19:48.079 --> 00:19:51.000 most of this or a lot of this makes a lot of sense, or 314 00:19:51.000 --> 00:19:52.839 I feel really good about it, like take the opportunity to do in the 315 00:19:52.920 --> 00:19:56.319 next one. Even if it's if it's going well, then just say like, 316 00:19:56.359 --> 00:19:59.400 hey, is there anything more, Like you know, like I've been 317 00:19:59.440 --> 00:20:03.119 thinking about our time together and I think that it's it's very, very valuable, 318 00:20:03.400 --> 00:20:06.160 But like, is there anything additional that we can adjust to this or 319 00:20:06.160 --> 00:20:08.559 that we can do differently that you think would be helpful in us moving faster? 320 00:20:08.799 --> 00:20:12.599 Like even something like that may give you something that you hadn't even considered 321 00:20:12.599 --> 00:20:15.200 that would be so helpful. Yeah, I completely agree with that. And 322 00:20:15.240 --> 00:20:19.160 you'll notice when you look at the infograph there's a second half of this infograph 323 00:20:19.240 --> 00:20:25.240 and it's the quick guide for one on ones for from the employee standpoint, 324 00:20:25.240 --> 00:20:27.119 because you know, if you're a leader of people, you know this podcast 325 00:20:27.119 --> 00:20:30.559 is about leadership, so we focused on that part of it. But you 326 00:20:30.599 --> 00:20:33.359 probably have a boss also, and so if you want to look at the 327 00:20:33.359 --> 00:20:36.319 other side of this infograph to be able to, you know, think about 328 00:20:36.359 --> 00:20:38.279 how you can make one on ones more productive between you and your boss. 329 00:20:38.599 --> 00:20:41.200 There's some helpful information in that as well. Absolutely, and with that it 330 00:20:41.200 --> 00:20:44.640 brings us to the end of this episode. This is Hack Your Leadership. 331 00:20:44.680 --> 00:20:47.559 I'm Lorenzo and I'm Chris, and we'll talk to you all next time.