WEBVTT

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<v Speaker 1>Welcome to Hacking Your Leadership. I'm Chris and I'm Lorenzo.

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<v Speaker 1>And Lorenzo in.

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<v Speaker 2>This episode, I want to talk about a listener question

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<v Speaker 2>that came through a couple days ago via LinkedIn, and

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<v Speaker 2>I really like this question. This is a listener who's

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<v Speaker 2>been listening to us for quite some time. Her name

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<v Speaker 2>is Nicole, and she reached out because she heard an

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<v Speaker 2>episode from us a while back where we talked about

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<v Speaker 2>vulnerability being a leadership superpower and she was wondering how

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<v Speaker 2>to kind of walk the fine line between being vulnerable

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<v Speaker 2>but also showing composure. And she said that the reason

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<v Speaker 2>why this is coming up right now is that she

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<v Speaker 2>works for an organization where there's there are a lot

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<v Speaker 2>of changes happening and a lot of uncertainty and a

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<v Speaker 2>lot of unknowns, and that's creating some anxiety in a

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<v Speaker 2>lot of the employees. And even from the leadership standpoint,

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<v Speaker 2>there are there are there's information that not even the

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<v Speaker 2>leaders have a lot of a lot of unknowns there,

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<v Speaker 2>and so it's difficult to answer the questions.

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<v Speaker 1>But but she wants to know how.

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<v Speaker 2>To be able to be vulnerable when it comes to

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<v Speaker 2>that and transparent without eroding the trust that the employees

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<v Speaker 2>have in the leadership team. And I thought it's a

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<v Speaker 2>great question, because you know, there there is that fine

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<v Speaker 2>line between you know, how do you you know, we

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<v Speaker 2>talked about it on a recent episode about you know,

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<v Speaker 2>leadership is the ability to hide your panic from others,

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<v Speaker 2>and you know, you can you can be very transparent

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<v Speaker 2>that you feel like things are out of control and

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<v Speaker 2>that you have no confidence and what's going on and

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<v Speaker 2>no information, and that's very vulnerable, but it's also not

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<v Speaker 2>going to do wonders for the level of confidence your

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<v Speaker 2>team has in you.

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<v Speaker 1>And so there is that fine line.

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<v Speaker 2>But I but I think it is absolutely possible to

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<v Speaker 2>do both, to show vulnerability without losing that confidence that

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<v Speaker 2>that your people may have in you.

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<v Speaker 3>Yeah, I think it's the what I immediately envision is kind

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<v Speaker 3>of the whole like as a leader, if I just

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<v Speaker 3>throw my hands up and I'd be like, I don't

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<v Speaker 3>know what's going on either, I know, we are not sure,

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<v Speaker 3>like if I give off this vibe or to your

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<v Speaker 3>point we said earlier, like transparently, where like I'm being

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<v Speaker 3>overly transparent with what I do know with what I

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<v Speaker 3>don't know, and then I'm kind of putting that in

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<v Speaker 3>the bucket of vulnerability. I think that's where it gets

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<v Speaker 3>somewhat dangerous. I think in the idea of how people

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<v Speaker 3>will look to you as the leader, I think that

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<v Speaker 3>you can absolutely and I've been in that position before

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<v Speaker 3>where it's like, look, we don't have all the answers.

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<v Speaker 3>There's a lot that's going on. There's changes that are happening, right.

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<v Speaker 3>We all know that, and we all feel the emotion

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<v Speaker 3>of these things as we work through them. And I

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<v Speaker 3>can even share with you maybe a time in my

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<v Speaker 3>career or my life where I've been through something like

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<v Speaker 3>this before and kind of here's what I focused on,

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<v Speaker 3>here's what I did, here's what I believed, and here's

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<v Speaker 3>the best thing that we can do right now for

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<v Speaker 3>one another and for the work that we have in

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<v Speaker 3>front of us, right being conscious not to over promise,

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<v Speaker 3>not to be like everything's gonna be okay, right, because

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<v Speaker 3>that's a very subjective opinion on what's okay to you

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<v Speaker 3>versus what's okay to me. How do I feel about it?

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<v Speaker 3>Did I get impacted? Did you get impacted? Did we

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<v Speaker 3>all get impacted? Like, if you know there's a lot

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<v Speaker 3>of change, and think that's happening around us. It's okay

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<v Speaker 3>to say that that's the facts of the current situation

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<v Speaker 3>that we're all in right now, but it also.

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<v Speaker 1>Has to come across.

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<v Speaker 3>You have to come across as leaders, having that confidence

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<v Speaker 3>and capability of continuing to lead your team, to be

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<v Speaker 3>able to answer questions, to be able to you know,

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<v Speaker 3>provide perspective, or even just create spaces to talk about it,

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<v Speaker 3>you know what I mean. Like, I think that sometimes

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<v Speaker 3>having conversations around the fact that this is what's happening,

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<v Speaker 3>even if we don't have answers, it feels good to

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<v Speaker 3>know that other people may be feeling this way as well.

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<v Speaker 3>And it may feel good to hear other people's thoughts

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<v Speaker 3>or opinions or what they think could be done, should

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<v Speaker 3>be done, what they're considering. That can be very helpful

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<v Speaker 3>in those types of times in.

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<v Speaker 2>Spaces right right when I the people who I know

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<v Speaker 2>who seem to have this kind of confidence superpower in

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<v Speaker 2>the in the face of uncertainty. It is typically rooted

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<v Speaker 2>in a history of experiences of other similar things where

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<v Speaker 2>things worked out okay, And so it's you know that,

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<v Speaker 2>you know, we we as people tend to create monsters

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<v Speaker 2>out of unknowns when we don't have anything to relate

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<v Speaker 2>it to. And and the longer you're in the workforce

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<v Speaker 2>and the more roles you have, and you know, maybe

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<v Speaker 2>the number of times that you've gone through reorganization of

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<v Speaker 2>a company that you're with, maybe you've been laid off before,

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<v Speaker 2>maybe you whatever it was that led you to where

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<v Speaker 2>you are right now, the breadth and depth of experience

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<v Speaker 2>that you have in weathering these storms tends to give

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<v Speaker 2>you the the the grit and the kind of inner

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<v Speaker 2>confidence to just understand that that things will work out,

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<v Speaker 2>and and and and things working out doesn't mean that

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<v Speaker 2>you know how they're going to work out. Things working

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<v Speaker 2>out doesn't mean that you know what's going to happen.

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<v Speaker 2>Things working out just means that you know, even though

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<v Speaker 2>I don't know how things are going to go, I'm

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<v Speaker 2>confident that however it goes, I have the skills necessary

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<v Speaker 2>to whether this storm. Meaning my resume is up to date,

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<v Speaker 2>my network is strong, I've I've talked to people who

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<v Speaker 2>at other organizations, and I have a safe place to

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<v Speaker 2>land if necessary. It's the the way you've it's it's

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<v Speaker 2>no different than you know you used to live in Florida,

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<v Speaker 2>and sometimes there's hurricanes in Florida and you know, you

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<v Speaker 2>may not know whether the hurricane is going to be

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<v Speaker 2>a category three or four or five when it, you know,

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<v Speaker 2>hits land. But the level of confidence that a person

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<v Speaker 2>has as you or your neighbors or the community is

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<v Speaker 2>less rooted in Oh, we we know it's going to

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<v Speaker 2>drop down to a category three or two because you

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<v Speaker 2>don't know whether or not you have confidence that you'll

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<v Speaker 2>get through it is whether or not you have hurricane

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<v Speaker 2>proof windows or a go bag to get out of

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<v Speaker 2>you know, get out of the area if you have to,

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<v Speaker 2>that you have a plan in place for your loved

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<v Speaker 2>ones and your pets and the and the things that

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<v Speaker 2>are important, and you know, the photo albums are already

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<v Speaker 2>in the car, like you know. Those are the things

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<v Speaker 2>that that let you have more confidence, not a kind

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<v Speaker 2>of a blind hope that something is going to work out,

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<v Speaker 2>you know.

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<v Speaker 1>A certain way.

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<v Speaker 2>And so I think that the more you've been through

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<v Speaker 2>these things, the more likely it is that you have

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<v Speaker 2>confidence because you've learned from mistakes and you and you

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<v Speaker 2>you plan better and you just don't you're less likely

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<v Speaker 2>to have your mind create these monsters out of things

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<v Speaker 2>just because you don't know.

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<v Speaker 3>Yeah, no, I think it's a it's a great point

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<v Speaker 3>in an analogy because similarly, it's like if you as

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<v Speaker 3>a leader, if you ignore the storm, right, you want

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<v Speaker 3>to pretend like, ah, you know, yeah, maybe maybe not.

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<v Speaker 3>I mean, these things have gone off course before. I'm

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<v Speaker 3>not too Like, if you don't create the space to

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<v Speaker 3>have conversations about the storm and at least acknowledge the storm,

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<v Speaker 3>that's where I think we said earlier kind of it

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<v Speaker 3>erodes the confidence in the leader right in those moments,

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<v Speaker 3>in these times. As a leader, if you want to

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<v Speaker 3>be vulnerable and kind of as the question is like

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<v Speaker 3>composed to a degree, I think you have to be

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<v Speaker 3>able to walk in there with confidence and say, let's

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<v Speaker 3>talk about the reality of what's going on right now,

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<v Speaker 3>and let's talk about the fact that, like many of you,

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<v Speaker 3>I'm also feeling this right. This is how I'm feeling,

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<v Speaker 3>this is what I'm seeing. You know, we don't all

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<v Speaker 3>have the answers. We don't all know where this is going.

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<v Speaker 3>We we don't know what's the impact of the storm, right,

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<v Speaker 3>but there is a storm and it's here and we're

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<v Speaker 3>working through it. So let's talk through some of that, right,

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<v Speaker 3>let's allow a space where we can talk through the work.

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<v Speaker 3>Let's let's let's share maybe some of the things that

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<v Speaker 3>we're thinking. Let's know that we're going to do our

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<v Speaker 3>best to work through this together, and then we're going

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<v Speaker 3>to take this as it goes, and as the storm

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<v Speaker 3>gets closer and closer and closer, right, then we'll be

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<v Speaker 3>able to have more and more of these conversations to

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<v Speaker 3>to to talk through and to work through the you know,

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<v Speaker 3>the the issues and the situations that are happening around us.

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<v Speaker 3>And I think that, to me is how you balance

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<v Speaker 3>that ability of being composed and vulnerable and transparent enough

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<v Speaker 3>to be able to share the things that that you

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<v Speaker 3>can share. And I think also sometimes in leadership, you know,

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<v Speaker 3>you may you may know more than you're allowed to share, sure,

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<v Speaker 3>and so like yeah, yes, so you have to also

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<v Speaker 3>be conscious of that there's a responsibility there of having

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<v Speaker 3>information that is not right for for everyone for a

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<v Speaker 3>lot of different types of reasons. That doesn't take away

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<v Speaker 3>your ability to be vulnerable. It doesn't take away your ability.

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<v Speaker 3>And I was, you know, I was in a conversation

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<v Speaker 3>not too long ago where I had to say, like, actually,

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<v Speaker 3>like I I do know the answer, but I'm not

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<v Speaker 3>able to share it right now, right right, like I

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<v Speaker 3>because I'm not gonna lie and say I don't know.

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<v Speaker 3>But I also have a responsibility that I can't share.

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<v Speaker 3>But I do know the answer, I can't share it

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<v Speaker 3>right now, but know that as I'm able to do that,

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<v Speaker 3>we'll have conversations. I think it will make a lot

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<v Speaker 3>more sense to you as we have that conversation and

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<v Speaker 3>then as I'm able to share it with you the

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<v Speaker 3>information that I have.

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<v Speaker 2>Yeah, I mean, that's that's important because because saying you

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<v Speaker 2>don't know the answer, you know, first of all, it's

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<v Speaker 2>a it's not true, but B they know it's not true,

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<v Speaker 2>like they know that you know the answer and that

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<v Speaker 2>you're just not sharing it. And so yeah, that that

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<v Speaker 2>transparency is really important. But on the on the other

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<v Speaker 2>side of it too, you know, if even if you

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<v Speaker 2>have the confidence that something's gonna work out because you

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<v Speaker 2>have information, I think it is it helps to speak

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<v Speaker 2>to the person with the empathy of kind of putting

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<v Speaker 2>yourself in their shoes with the information that they have,

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<v Speaker 2>and I think you're a lot more likely to come

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<v Speaker 2>off the right way. So you start with the transparency

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<v Speaker 2>of yea, let's get let's get the let's get the.

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<v Speaker 1>Housekeeping out of the way here.

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<v Speaker 2>Yes, I may know the answer to this, and I

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<v Speaker 2>can't share it right now, but I understand where what

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<v Speaker 2>you're going through, and I understand from from the perspective

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<v Speaker 2>that you're processing this with the information that you have.

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<v Speaker 2>And it's not just oh, trust me blindly, this will

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<v Speaker 2>be okay. It's what can we do to make sure

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<v Speaker 2>that this impacts you the.

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<v Speaker 1>Least amount no matter what the outcome is.

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<v Speaker 2>And so I think this is where leadership, as a

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<v Speaker 2>responsibility of leaders have. You can work with employees on

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<v Speaker 2>building up their network, building up their resume, you know,

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<v Speaker 2>the things that you can do that say hey, you're

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<v Speaker 2>not just an employee to me on my team and

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<v Speaker 2>for what you can do for me. My job as

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<v Speaker 2>a leader is to help you whatever the next stage

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<v Speaker 2>of your career is, even if it's not under me,

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<v Speaker 2>or even in this organization as a whole, and so

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<v Speaker 2>helping employees do the things they need to do to

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<v Speaker 2>be able to land safely wherever it is.

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<v Speaker 1>If there's going to be.

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<v Speaker 2>A problem that the impacts their role or their career,

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<v Speaker 2>I think it's really important and it will go a

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<v Speaker 2>long way in terms of building a relationship. And hey,

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<v Speaker 2>if it ended up not being needed, you'll still get

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<v Speaker 2>the points as a leader for showing that that's what

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<v Speaker 2>you cared about, was not just what they could do

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<v Speaker 2>for you in the moment. It's like, it's like when

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<v Speaker 2>an organization is going to go out of business and

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<v Speaker 2>they don't tell the employees that they're going out of

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<v Speaker 2>business until an hour before closing time because they're worried

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<v Speaker 2>about the employees stealing from them or not showing up

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<v Speaker 2>to work whatnot. It's like, no, it almost works out

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<v Speaker 2>better if you are transparent with them and you tell

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<v Speaker 2>them what's going on, and then you say, hey, for

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<v Speaker 2>the people who stick around and help us get through

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<v Speaker 2>the closing, this is what we're going to give you

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<v Speaker 2>for helping us do this because we understand how difficult

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<v Speaker 2>this is. That's the right way to do it, not

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<v Speaker 2>hiding it from them and then hoping you know that

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<v Speaker 2>things are going to work out. There's going to keep

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<v Speaker 2>you know, keep their head down and focus until you

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<v Speaker 2>walk in at the last minute and lock the doors. Yeah.

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<v Speaker 3>Absolutely, And with that it brings us to this episode

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<v Speaker 3>is one minute hack, but first, a few words from

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<v Speaker 3>our sponsors.

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<v Speaker 1>All right, for this episode is one minute hack.

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<v Speaker 2>What I want you to do is understand that leadership

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<v Speaker 2>in moments like these constitute's kind of a two tier approach.

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<v Speaker 2>On the one side, there has to be a space

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<v Speaker 2>for people to kind of talk about these things that

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<v Speaker 2>they're worried about. From an emotional standpoint, there has to

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<v Speaker 2>be a safe space where they can come to you

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<v Speaker 2>and talk to you and be able to kind of

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<v Speaker 2>air their emotions around the situation, which could be rooted

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<v Speaker 2>in fear and anxiety, lack of knowledge of what's going on,

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<v Speaker 2>and that while you have to be as transparent as

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<v Speaker 2>you can, even even if it comes to saying I

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<v Speaker 2>can't I can't tell you this thing, but i'll but

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<v Speaker 2>I'll help you get through whatever it is together, go

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<v Speaker 2>through that process with them, have the empathy, let them

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<v Speaker 2>kind of figure that out. But then also understand that

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<v Speaker 2>the second tier is making sure they know that that

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<v Speaker 2>decisions made from that standpoint will likely be less helpful

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<v Speaker 2>to them in the long term. So whether that's you know,

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<v Speaker 2>putting their head in the sand and just hoping things

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<v Speaker 2>work out, or you know, leaving their organization preemptively without

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<v Speaker 2>knowing whether or not their position is going to be impacted.

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<v Speaker 2>Neither of those are necessarily smart decisions. But the right

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<v Speaker 2>thing to do is to say, let's figure out what

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<v Speaker 2>we can do to make sure that this impacts you

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<v Speaker 2>the least negatively regardless of what happens, and that could

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<v Speaker 2>be helping somebody figure out who their strong network connections are,

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<v Speaker 2>making sure that their resume is up to date, making

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<v Speaker 2>sure that their LinkedIn profile is up to date, you know, offering,

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<v Speaker 2>you know, being being well versed in whatever programs or

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<v Speaker 2>or benefits or perks the organization has to help with,

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<v Speaker 2>you know, job placement if needed, or you know, Cobra

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<v Speaker 2>health insurance if that's if that's possible, or whatever things

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<v Speaker 2>there are that make this less of an impact on

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<v Speaker 2>their life. Knowing about those things and how to communicate

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<v Speaker 2>them in a way that lets the employee feel like, hey,

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<v Speaker 2>whatever happens, I have a plan. There might be four

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<v Speaker 2>different plans because I don't know how this is going

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<v Speaker 2>to go, but whatever whatever happens, I'm not reacting in

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<v Speaker 2>the moment and hoping it goes well. I know what

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<v Speaker 2>the next step is and I know how to move forward.

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<v Speaker 2>That's how you maintain the confidence your people have in

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<v Speaker 2>you as a leader while also showing that vulnerability to

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<v Speaker 2>meet them where they are, you know, from the emotional

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<v Speaker 2>and the anxiety standpoint.

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<v Speaker 3>Yeah, I think it's a great hack. And like the

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<v Speaker 3>reality is that to your point, like many times, if

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<v Speaker 3>we knew what the answers were, if we knew what's

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<v Speaker 3>going to happen, if we knew these things, like it

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<v Speaker 3>wouldn't be in this space that we're currently in when

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<v Speaker 3>it comes to like dealing with ongoing change or not

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<v Speaker 3>having you know, the just just dealing with all things

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<v Speaker 3>that are going on, you know, right now in general

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<v Speaker 3>and then in general with like the work that you're doing.

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<v Speaker 3>Like if anytime there's a lot of changes happen happening,

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<v Speaker 3>we're in this space and you have to accept number one,

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<v Speaker 3>that you're in that space, and you have to create

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<v Speaker 3>spaces to talk about the space that you're in and

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<v Speaker 3>then even talk through and work through potential outcomes good

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<v Speaker 3>and bad. So like I like the fact that you

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<v Speaker 3>kind of talked about like well, yeah, like like what if,

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<v Speaker 3>like like let's talk about if all of this works

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<v Speaker 3>out and nothing changes, and we're kind of like back

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<v Speaker 3>to where we were, All right, what does that look like?

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<v Speaker 3>What did we learn? What would we do for the

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<v Speaker 3>future in cases was to happen again? Okay, now let's

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<v Speaker 3>talk about if this goes the other way. This is

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<v Speaker 3>not what it's always been. There are major changes here.

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<v Speaker 3>Things are going to happen, and there's the potential that

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<v Speaker 3>people would have to do other work, you know, like

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<v Speaker 3>like what are you doing to prepare yourself for that

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<v Speaker 3>opportunity as well? Like it's important that we're ready for

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<v Speaker 3>any types of changes that are happening constantly, to make

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<v Speaker 3>sure that you're prepared for whatever might be down the road.

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<v Speaker 3>And I think they just starting with that conversation, I

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<v Speaker 3>think can be helpful at minimum to just work through

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<v Speaker 3>the emotions of the change curve.

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<v Speaker 1>Right for sure.

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<v Speaker 2>And it's also important that as a leader, your experience

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<v Speaker 2>is going to be different than what the people what

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<v Speaker 2>your people's experience is now, I don't mean the experience

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<v Speaker 2>in the moment for this situation, I mean the past experience.

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<v Speaker 1>And so how an.

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<v Speaker 2>Employee is able to figure out what the way forward

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<v Speaker 2>is or having the confidence to know that it will

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<v Speaker 2>work out is going to be very different. If you're

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<v Speaker 2>talking to a twenty seven year old person who's in

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<v Speaker 2>an entry level position has been with the company two

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<v Speaker 2>years versus somebody who is fifty five and in a

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<v Speaker 2>leadership role and has been with the company for twenty

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<v Speaker 2>five years, because the reality of what they've experienced in

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<v Speaker 2>their life will either make them more or less prepared

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<v Speaker 2>emotionally and practically for what's coming up up. Also, the

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<v Speaker 2>potential fallout will impact one versus the other. You know

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<v Speaker 2>far differently too, so knowing that that that spans you

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<v Speaker 2>know different demographics and ages and experiences, and and you

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<v Speaker 2>know what's on the resume. All those things matter for

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<v Speaker 2>how an employee is going to interpret the potential outcomes.

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<v Speaker 2>And if you try to project what you know because

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<v Speaker 2>of your experience onto them, that's not going to go well.

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<v Speaker 2>You need to meet them where they are and understand

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<v Speaker 2>that what they're going through is a product of their

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<v Speaker 2>history and their resume, and you know the potential outcome

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<v Speaker 2>or the fallout or what they're going to go through.

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<v Speaker 2>And so if you meet them there as opposed to

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<v Speaker 2>expecting them to be where you are, then you're far

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<v Speaker 2>less likely to come off like you know something they

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<v Speaker 2>don't know. And you're keeping it from them or like

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<v Speaker 2>whatever changes are happening are going to impact them but

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<v Speaker 2>not you. But you also won't erode the relationship.

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<v Speaker 1>At the same time.

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<v Speaker 2>So I think it's it's it's very possible to do both,

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<v Speaker 2>but you have to be intentional about.

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<v Speaker 3>Both absolutely, And with that it praxist at the end

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<v Speaker 3>of this episode, this is hacking leadership. I'm Lorenzo and

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<v Speaker 3>I'm Chris, and we'll talk to you all next time.