WEBVTT 1 00:00:01.040 --> 00:00:02.319 Welcome to HAWCK Can Your Leadership. 2 00:00:02.359 --> 00:00:04.280 I'm Chris and I'm Lorenzo and Lorenzo. 3 00:00:04.320 --> 00:00:06.879 On this episode, we're continuing the discussion that we started 4 00:00:06.919 --> 00:00:09.960 last Monday on an article that I saw on the 5 00:00:10.279 --> 00:00:14.160 Forbes website called four common leadership Problems and their Solutions. 6 00:00:14.839 --> 00:00:16.719 Last week we talked about what would. 7 00:00:16.600 --> 00:00:19.480 Happen if your team isn't listening to each other and 8 00:00:19.519 --> 00:00:21.280 what the causes of that are and what the leadership 9 00:00:21.320 --> 00:00:24.480 solutions are in those situations. Great discussion. Go ahead, go 10 00:00:24.519 --> 00:00:26.039 back and listen to it if you haven't yet. On 11 00:00:26.039 --> 00:00:27.800 this episode, I want to talk about the second item 12 00:00:27.839 --> 00:00:30.120 in the article, which is what happens when your team 13 00:00:30.160 --> 00:00:33.600 is consumed by negativity? And I think this one is 14 00:00:34.000 --> 00:00:36.159 a little bit different than when your team isn't listening 15 00:00:36.200 --> 00:00:41.920 to each other, because negativity is it's a mindset more 16 00:00:41.960 --> 00:00:44.920 than anything else, and they can have different causes, some 17 00:00:45.000 --> 00:00:49.159 of which are can be solved by leadership training and development, 18 00:00:49.240 --> 00:00:52.280 some of which have to be solved by changing the 19 00:00:52.600 --> 00:00:54.359 makeup of the team or who is on the team. 20 00:00:54.719 --> 00:00:58.200 And it's the responsibility of leaders to figure out where 21 00:00:58.240 --> 00:01:02.200 the source or causes of this negativity lies in order 22 00:01:02.200 --> 00:01:06.799 to effectively turn it into positivity, because just being a 23 00:01:06.840 --> 00:01:10.319 positive person as a leader. While that is necessary and 24 00:01:10.359 --> 00:01:15.480 it's important, that alone won't necessarily solve the problems that 25 00:01:15.799 --> 00:01:18.760 arise from a team that is consumed by negativity if 26 00:01:18.840 --> 00:01:24.000 if that positivity is not coupled with very specific actions 27 00:01:24.040 --> 00:01:27.519 by the leader, where those actions are needed in order 28 00:01:27.560 --> 00:01:30.040 to make it a turnaround. It's not simply you know, 29 00:01:30.920 --> 00:01:33.120 there's there's almost memes of it, and plenty of like 30 00:01:33.200 --> 00:01:36.120 movie tropes where you have, you know, like the cheerleader 31 00:01:36.120 --> 00:01:37.000 that comes in and says. 32 00:01:36.840 --> 00:01:38.680 Hey, everybody, let's be positive, and they'll. 33 00:01:38.480 --> 00:01:40.680 Look at that that person they go look at them 34 00:01:40.719 --> 00:01:42.920 like like they're an idiot. You know, you can't be 35 00:01:43.040 --> 00:01:46.480 that leader. But the positivity is needed and it needs 36 00:01:46.480 --> 00:01:49.840 to be you know, coupled with action, very specific action. 37 00:01:50.079 --> 00:01:53.719 Yeah, I think too. It's it's rare. It's rare that 38 00:01:53.760 --> 00:01:57.200 you see entire teams kind of consumed by negativity. Typically 39 00:01:57.239 --> 00:02:02.439 what you see are some real concerns, some real things 40 00:02:02.480 --> 00:02:06.359 that a team needs collectively, and then you may have 41 00:02:06.519 --> 00:02:08.840 a handful of people on a team that just in 42 00:02:08.879 --> 00:02:11.840 general like whether they're they're over it, they're burned out, 43 00:02:11.960 --> 00:02:15.360 they feel like you know, they they they've reached the 44 00:02:15.439 --> 00:02:18.000 limit of opportunities they have, like whatever the case is. 45 00:02:18.120 --> 00:02:21.680 And and maybe people are holding onto things that have 46 00:02:21.759 --> 00:02:25.000 happened over the past and and again many times these 47 00:02:25.000 --> 00:02:28.560 are real things that have happened, and people kind of 48 00:02:28.560 --> 00:02:31.159 have a you know, like like a right to feel 49 00:02:31.159 --> 00:02:34.039 that way. I think, though, you know, we've talked about 50 00:02:34.039 --> 00:02:35.840 a lot in the podcast, like if you do feel 51 00:02:35.840 --> 00:02:40.120 that way, if you had these experiences with a leader 52 00:02:40.159 --> 00:02:42.680 in an organization, if things aren't getting better, the best 53 00:02:42.719 --> 00:02:45.280 thing for you to do really is like leave, you 54 00:02:45.280 --> 00:02:47.639 know what I'm saying, like like go, go, go somewhere 55 00:02:47.639 --> 00:02:51.080 where you can have a better opportunity, Go somewhere where 56 00:02:51.080 --> 00:02:53.840 you don't have to have that feeling of resentment or 57 00:02:53.879 --> 00:02:57.759 whatever the case is. But but it happens. And I 58 00:02:57.800 --> 00:03:01.080 think from a from a leadership standpoint, when you have 59 00:03:01.240 --> 00:03:06.000 teams in that space, it's really important to just listen 60 00:03:06.479 --> 00:03:09.560 and talk about it and and talk about the real 61 00:03:09.680 --> 00:03:12.439 things that are causing some of these things. I think 62 00:03:12.439 --> 00:03:15.520 sometimes to your point, like you know, maybe you don't 63 00:03:15.560 --> 00:03:18.199 walk into a conversation or walk in to talk to 64 00:03:18.240 --> 00:03:20.599 a team or your leaders and you're like the raw, 65 00:03:20.719 --> 00:03:23.879 raw positivity. It's all gonna be great, it's gonna be amazing, 66 00:03:23.919 --> 00:03:26.479 We're gonna do great things. Maybe you're not doing that. 67 00:03:26.520 --> 00:03:28.759 But if you're not willing to go into a meeting 68 00:03:28.879 --> 00:03:32.080 or have a conversation and actually share out loud what 69 00:03:32.240 --> 00:03:34.800 some of the real things are that are happening, that 70 00:03:34.879 --> 00:03:37.919 may be causing some of this negativity or at the 71 00:03:37.960 --> 00:03:41.400 center of why the team feels that way. In essence, 72 00:03:41.439 --> 00:03:44.000 that's kind of what you're doing. You're you're, you're you're, 73 00:03:44.120 --> 00:03:46.719 You're not talking about the reality of what's happening, and 74 00:03:46.800 --> 00:03:49.840 instead you're trying to like get by, get bite quickly, 75 00:03:49.960 --> 00:03:52.280 or paint over it, or can we move forward or 76 00:03:52.319 --> 00:03:56.199 let's let things go. Well, that sounds good in theory, 77 00:03:56.560 --> 00:03:58.919 but we probably need to have a conversation about it. 78 00:03:59.039 --> 00:04:02.000 And there's been many times as a leader where I've 79 00:04:02.000 --> 00:04:04.639 walked into two small teams, big teams, different things and 80 00:04:04.759 --> 00:04:06.520 had to sit down and say, hey, let's talk about 81 00:04:06.560 --> 00:04:09.240 what's going on. I can sense right now right that 82 00:04:09.240 --> 00:04:11.240 we're not in a good spot. I can see that 83 00:04:11.639 --> 00:04:13.919 there's good work that we want to do, but there's 84 00:04:13.960 --> 00:04:16.199 a lot of negativity feelings that are going on here. 85 00:04:16.240 --> 00:04:17.519 So there's a couple of things that I want to 86 00:04:17.560 --> 00:04:21.639 share that I've recognized or that I've observed that make 87 00:04:21.680 --> 00:04:24.360 sure that you're clear that I see it. And I'm 88 00:04:24.360 --> 00:04:27.079 going to say things like this is a lack you know, 89 00:04:27.279 --> 00:04:29.720 or or just a failure of leadership. I'm going to 90 00:04:29.800 --> 00:04:32.720 say things like that's unacceptable. I'm going to say things 91 00:04:32.839 --> 00:04:35.720 like you know that, that's not that's not you know, 92 00:04:35.800 --> 00:04:40.680 aligned with you know values, that's not aligned with the 93 00:04:40.720 --> 00:04:43.079 work that we want to do. I'm going to talk 94 00:04:43.079 --> 00:04:44.519 about these things and I'm going to put them out 95 00:04:44.560 --> 00:04:47.560 there and say so. I can't go back into the 96 00:04:47.560 --> 00:04:51.920 past and change this experience. What I can do is 97 00:04:51.920 --> 00:04:53.720 is talk about this and and then I can talk 98 00:04:53.759 --> 00:04:56.800 about where do we go from here? And how do 99 00:04:56.839 --> 00:04:59.720 we move differently, how do we adjust? What are the 100 00:04:59.759 --> 00:05:02.560 things that we can change within our control that allow 101 00:05:02.720 --> 00:05:05.959 us to be able to move forward. And for some 102 00:05:06.000 --> 00:05:08.800 of you that might not be possible. And I'm gonna 103 00:05:08.800 --> 00:05:10.480 say that out loud. For some of you, you might 104 00:05:10.519 --> 00:05:12.639 be in a space where it's like somebody's been here 105 00:05:12.639 --> 00:05:14.720 before and said the same things to you and nothing's changed. 106 00:05:15.279 --> 00:05:17.720 Some of you, like there might be too much resentment 107 00:05:17.839 --> 00:05:20.360 or too much negativity or too much feeling of like 108 00:05:20.879 --> 00:05:22.720 how things used to be to how they are, whatever 109 00:05:22.759 --> 00:05:24.800 that might be. That might be too much for you, 110 00:05:24.839 --> 00:05:28.079 And that's okay as well. And if this is not 111 00:05:28.240 --> 00:05:30.000 the place, this is not the work that you want 112 00:05:30.000 --> 00:05:31.879 to do, you don't want to put forth the effort 113 00:05:32.240 --> 00:05:34.920 to help us get into a positive place, then I'm okay. 114 00:05:34.920 --> 00:05:36.560 If you tell me that, I would rather you let 115 00:05:36.560 --> 00:05:38.040 me know kind of how you feel and where you're 116 00:05:38.079 --> 00:05:40.040 at so we can help you do what you want 117 00:05:40.079 --> 00:05:42.240 to do and kind of move on. What we're not 118 00:05:42.439 --> 00:05:45.920 going to allow or stand for is that continual element 119 00:05:46.040 --> 00:05:49.120 of negativity or pushing back against the rest of the 120 00:05:49.160 --> 00:05:50.879 team trying to do great work. So I think like 121 00:05:51.199 --> 00:05:55.319 conversations like that are critical if in fact you're walking 122 00:05:55.319 --> 00:05:57.399 into a team that is consumed my negativity. 123 00:05:57.439 --> 00:06:00.240 Sure, sure, if a person is negative, if if have 124 00:06:00.240 --> 00:06:04.199 a negative outlook and you say things like what we're 125 00:06:04.199 --> 00:06:07.160 not going to allow us for the continued negativity, then 126 00:06:07.519 --> 00:06:10.000 you know that what that means basically is if you're 127 00:06:10.040 --> 00:06:12.800 saying you can come to me with anything, if you 128 00:06:12.879 --> 00:06:15.120 if you have a feeling, if you're feeling negative about 129 00:06:15.120 --> 00:06:18.360 this role or this job or these expectations or this workload, 130 00:06:18.600 --> 00:06:20.560 whatever it is, I want you to talk to me 131 00:06:20.600 --> 00:06:22.560 about it, and I want to try to go through 132 00:06:22.560 --> 00:06:25.040 some things that can happen that we can do to 133 00:06:25.240 --> 00:06:28.160 make it, to make it more realistic for you to 134 00:06:28.360 --> 00:06:30.759 or to help you along on this journey. But if 135 00:06:30.800 --> 00:06:33.360 a person is doing that, that assumes that they don't 136 00:06:33.360 --> 00:06:36.319 want to feel negative either. They want to feel positive 137 00:06:36.319 --> 00:06:38.319 about it, and that is inherently a good thing. That 138 00:06:38.360 --> 00:06:41.959 means that it might be possible to salvage that relationship 139 00:06:42.000 --> 00:06:46.839 between the person and the job they have. But but 140 00:06:46.920 --> 00:06:49.839 sometimes it's not. And when it's not, it doesn't necessarily 141 00:06:49.920 --> 00:06:54.519 mean that what the expectations are now are are not 142 00:06:54.600 --> 00:06:58.319 realistic or you know, they're that they're that they're not good, 143 00:06:58.759 --> 00:07:02.839 or that somebody is doing something wrong. Sometimes when a 144 00:07:02.959 --> 00:07:07.680 job description changes, or when the expectations change over time, 145 00:07:07.759 --> 00:07:10.399 because you know, obviously companies that don't change those things 146 00:07:10.439 --> 00:07:12.920 over time are the ones that will die. You need 147 00:07:12.959 --> 00:07:15.800 to change your expectations over time because the market changes, 148 00:07:15.839 --> 00:07:18.959 and the customers change, and the you know, the economy changes. 149 00:07:19.120 --> 00:07:21.680 All these things change and the company has to adapt 150 00:07:21.680 --> 00:07:25.639 to that. And it might be that a role migrates 151 00:07:25.720 --> 00:07:29.560 from one thing to another slowly or quickly, and the 152 00:07:29.600 --> 00:07:32.519 people in that role are no longer a fit for 153 00:07:32.560 --> 00:07:36.040 that role because the expectations have changed, and sometimes they 154 00:07:36.040 --> 00:07:38.560 can come along for the journey. Sometimes they can change 155 00:07:38.560 --> 00:07:42.399 to fit, but the anxiety that they feel on whether 156 00:07:42.519 --> 00:07:45.800 or not they can change is something that can lead 157 00:07:45.800 --> 00:07:48.279 to that negativity. So if they want to be able 158 00:07:48.319 --> 00:07:51.079 to fit into the expectations that they want to be 159 00:07:51.120 --> 00:07:53.759 able to do their job correctly and well and to 160 00:07:54.160 --> 00:07:56.680 the best of their ability, but they are unable to 161 00:07:58.120 --> 00:08:01.160 this is when leadership has to stay in and decide 162 00:08:01.439 --> 00:08:04.360 can this person be taught these things? Can this person 163 00:08:04.519 --> 00:08:08.240 get these skills, because in the absence of the skills, 164 00:08:09.040 --> 00:08:12.360 while the job description or the expectations continue to change, 165 00:08:12.680 --> 00:08:15.319 you're only going to have that negativity continue to grow 166 00:08:15.360 --> 00:08:18.879 from that person because they either a will never be 167 00:08:18.920 --> 00:08:21.480 able to get on board or they want to get 168 00:08:21.519 --> 00:08:23.319 on board but they can't because they don't have the skills. 169 00:08:23.680 --> 00:08:24.639 And if you don't. 170 00:08:24.480 --> 00:08:28.720 Address those things, that negativity is what spreads. But if 171 00:08:28.759 --> 00:08:31.120 you have one or two or three people on a 172 00:08:31.160 --> 00:08:35.639 team that have these feelings and that they they start, 173 00:08:35.799 --> 00:08:38.080 you know, kind of spouting negative things here and there 174 00:08:38.120 --> 00:08:41.720 to their teammates. It's insidious because it starts with little comments, oh, 175 00:08:41.919 --> 00:08:44.240 you know, something happens, and they go, there's a surprise, 176 00:08:44.320 --> 00:08:46.080 you know, like like those little things. 177 00:08:46.320 --> 00:08:48.600 But they but they are seeds that. 178 00:08:48.600 --> 00:08:51.200 Get planted in the minds of the teammates that they 179 00:08:51.240 --> 00:08:55.080 work with, and those seeds can grow in the absence 180 00:08:55.159 --> 00:08:57.679 of a leader that comes in and stomps it out. 181 00:08:58.240 --> 00:09:02.679 And the people who the people who are able to 182 00:09:02.720 --> 00:09:07.279 be turned negative, who were normally positive or at least neutral, 183 00:09:07.759 --> 00:09:10.559 those people can be turned around back into the positive again, 184 00:09:10.879 --> 00:09:13.639 but only in the absence of the negative seed that 185 00:09:13.759 --> 00:09:16.320 was there to begin with. And so if you're a leader, 186 00:09:16.360 --> 00:09:19.759 you need to figure out a where this negativity is 187 00:09:20.279 --> 00:09:23.240 stemming from. And if if you have a team of 188 00:09:23.399 --> 00:09:26.960 fifteen people and ten of the fifteen people seem to 189 00:09:26.960 --> 00:09:29.679 be doing their job perfectly fine and getting everything done 190 00:09:29.720 --> 00:09:32.639 and exactly what they're supposed to do, then it's very 191 00:09:32.679 --> 00:09:36.159 unlikely that the expectations of the job are unrealistic. It's 192 00:09:36.240 --> 00:09:39.200 very unlikely that the workload is unrealistic. It's very unlikely 193 00:09:39.519 --> 00:09:43.480 that there's an expectation that is not realistic. It's more 194 00:09:43.639 --> 00:09:45.519 likely that the people who are unable to do it 195 00:09:45.799 --> 00:09:48.120 either don't have the skills or they don't have the desire. 196 00:09:48.559 --> 00:09:51.159 And but if you have a team of fifteen people 197 00:09:51.159 --> 00:09:53.840 and all fifteen of them are not able to get 198 00:09:53.879 --> 00:09:58.159 everything anything done, or they all have a negative outlook 199 00:09:58.200 --> 00:10:00.399 and you're not seeing results out of any of them, 200 00:10:00.720 --> 00:10:03.080 then it is very possible that the workload is unrealistic. 201 00:10:03.200 --> 00:10:05.039 And then you have to look at what that workloader, 202 00:10:05.080 --> 00:10:07.639 that those expectations are and and kind of dial it 203 00:10:07.679 --> 00:10:09.440 back or address it to be able to keep the 204 00:10:09.480 --> 00:10:11.840 team you know, with you as you move through the 205 00:10:11.879 --> 00:10:15.039 journey together or you or it means getting rid of 206 00:10:15.080 --> 00:10:17.759 the entire team. That typically is not the right way 207 00:10:17.799 --> 00:10:20.000 to go. So you really have to figure out whether 208 00:10:20.039 --> 00:10:23.480 it's kind of localized to a few people. And you 209 00:10:23.519 --> 00:10:25.519 know when you have a when you have like a 210 00:10:26.120 --> 00:10:29.200 spasm in your back, and by the at the beginning 211 00:10:29.200 --> 00:10:30.799 of the day, you know exactly where it's coming from. 212 00:10:30.799 --> 00:10:32.600 It's that one little spot behind your shoulder blade, and 213 00:10:32.639 --> 00:10:34.679 you feel that's exactly where it is. By the end 214 00:10:34.720 --> 00:10:36.320 of the day, it's just like, oh, my whole back 215 00:10:36.360 --> 00:10:38.919 is hurting, and it's because that that little pain point 216 00:10:38.919 --> 00:10:42.120 has kind of radiated out and it's affecting other things too, 217 00:10:42.360 --> 00:10:44.679 and you kind of lose the ability to know where 218 00:10:44.679 --> 00:10:47.120 that pain is actually coming from because of how long 219 00:10:47.120 --> 00:10:49.000 it's been there, it's affecting everything else. You have to 220 00:10:49.000 --> 00:10:50.759 get it back to localized again. You have to go 221 00:10:51.039 --> 00:10:54.360 back to where the actual source is. And oftentimes it's 222 00:10:54.360 --> 00:10:56.519 one or two or three people that are affecting the 223 00:10:56.639 --> 00:10:57.039 entire team. 224 00:10:57.120 --> 00:11:02.360 Yeah, And I want to underline as well, like there's probably, uh, 225 00:11:02.879 --> 00:11:04.840 to your point, a couple of people that really kind 226 00:11:04.879 --> 00:11:12.559 of guide and influence negativity many times, many times I 227 00:11:12.720 --> 00:11:17.320 found out, you know, and that their experience has led 228 00:11:17.360 --> 00:11:19.759 them into that space, right, And like, like something that 229 00:11:19.879 --> 00:11:23.240 happened a lack of leadership. It's very rare that somebody's 230 00:11:23.320 --> 00:11:26.200 just negative and they've always been negative and they haven't 231 00:11:26.200 --> 00:11:27.240 cared before, Like that's. 232 00:11:27.080 --> 00:11:28.799 They probably wouldn't have gotten the job to begin. 233 00:11:28.639 --> 00:11:33.360 With, exactly, Like, there's been something that has happened, and 234 00:11:33.200 --> 00:11:37.840 and I think addressing that something and talking through that 235 00:11:38.320 --> 00:11:42.600 and and asking if they feel that they're capable of 236 00:11:42.639 --> 00:11:46.399 moving on and working through it, Like that's a really 237 00:11:46.440 --> 00:11:49.159 important thing to do and a really important conversation to 238 00:11:49.159 --> 00:11:51.240 have because it's really easy to just walk in and 239 00:11:51.279 --> 00:11:54.240 be like, well, so soo's negative. Nobody likes them. They 240 00:11:54.279 --> 00:11:56.120 always have a problem, it's always an issue, it's always 241 00:11:56.120 --> 00:11:58.240 an issue, blah blah blah blah blah. And then you 242 00:11:58.240 --> 00:11:59.840 talk to them you realize like, well, wait a minute, 243 00:11:59.879 --> 00:12:03.080 like I'm not I can see where they have concerns, 244 00:12:03.159 --> 00:12:05.799 but I'm not picking up this massive negative energy. And 245 00:12:05.799 --> 00:12:08.399 maybe some of it is masking because you're the leader, 246 00:12:08.440 --> 00:12:11.039 you're the new leader, whatever. But I think many times 247 00:12:11.200 --> 00:12:15.039 because of that defensive element they've put up and over 248 00:12:15.120 --> 00:12:18.480 time they've pushed people away that nobody's willing to have 249 00:12:18.519 --> 00:12:22.399 a real conversation with them about their experience, what happened 250 00:12:22.399 --> 00:12:24.600 where we're at, and then asking them like is this 251 00:12:24.720 --> 00:12:27.480 worth it? Like like are you are you able to 252 00:12:27.559 --> 00:12:29.440 work through this? Is there is there a space in 253 00:12:29.480 --> 00:12:31.320 the future where you figure like you can let these 254 00:12:31.320 --> 00:12:34.039 things go and we can move forward, because and if not, 255 00:12:34.120 --> 00:12:36.480 that's okay, Like we still need to talk about it, 256 00:12:36.519 --> 00:12:39.320 because then this probably is not the right place for you, 257 00:12:39.440 --> 00:12:42.679 right right, Like those conversations have to happen if you're 258 00:12:42.759 --> 00:12:47.440 serious about not only helping the larger team, but then 259 00:12:47.480 --> 00:12:50.960 building skill and capability as a leader, because yeah, the 260 00:12:51.120 --> 00:12:53.559 the easier thing to do is like, well then just 261 00:12:53.600 --> 00:12:55.960 start over, right, just walk in and be like that 262 00:12:55.960 --> 00:12:59.879 it's negative team, a lot of negativity. Let's just start over. Well, okay, 263 00:13:00.320 --> 00:13:03.039 But that then assumes that you believe that there's no 264 00:13:03.159 --> 00:13:05.679 way that you can move forward in a lot of ways. 265 00:13:05.960 --> 00:13:08.080 Where the trap that sometimes people can fall into and 266 00:13:08.159 --> 00:13:10.559 leaders can fall into, though, is like, well, if you've 267 00:13:10.559 --> 00:13:14.279 got this person and Chris was their leader, and they 268 00:13:14.399 --> 00:13:16.279 tried and put forth an effort and they weren't able 269 00:13:16.320 --> 00:13:18.120 to change this person or get them to a right 270 00:13:18.200 --> 00:13:21.559 good spot, then Lorenzo tried and he did his thing, 271 00:13:21.600 --> 00:13:24.000 and this person's still here, but they still have these 272 00:13:24.039 --> 00:13:28.279 ongoing issues or situations or negativity right right now. If 273 00:13:28.279 --> 00:13:30.679 it's the third person, well, now is this about your 274 00:13:30.759 --> 00:13:33.759 ego or about the belief that these other leaders have 275 00:13:33.799 --> 00:13:36.440 also attempted to do this work, like, oh, I can 276 00:13:36.519 --> 00:13:39.440 be the one to fix them, I can get nah. Like, 277 00:13:40.000 --> 00:13:43.120 at what point do you then say, We've had plenty 278 00:13:43.159 --> 00:13:45.720 of opportunities here for this person to show up in 279 00:13:45.720 --> 00:13:48.320 this space and they're just continuing not to in regardless 280 00:13:48.320 --> 00:13:51.879 of what they know. How long they've been here, how 281 00:13:51.960 --> 00:13:55.399 much they sell, how good they are at what they do, 282 00:13:56.080 --> 00:13:58.279 like all those things. We've talked about it a million times. 283 00:13:58.440 --> 00:14:00.399 No matter how good they are at something, if they 284 00:14:00.399 --> 00:14:04.159 are a negative element of the team, it's not good 285 00:14:04.159 --> 00:14:06.279 for the team. It's not good for your business. You've 286 00:14:06.279 --> 00:14:07.559 got to figure something else out. 287 00:14:07.440 --> 00:14:10.360 Oh for sure. The number of time. 288 00:14:10.559 --> 00:14:12.720 First of all, when I see that happen to me, 289 00:14:12.919 --> 00:14:17.279 that implies there is a lack of skill in the 290 00:14:17.320 --> 00:14:19.039 rest of the team. And so here's what I mean 291 00:14:19.080 --> 00:14:20.720 by that. If you have a person who is a 292 00:14:20.759 --> 00:14:24.200 generally negative person, but they do this one thing really well. 293 00:14:24.600 --> 00:14:26.720 They do their job well, like they're the best at 294 00:14:26.720 --> 00:14:28.960 doing their job, but they're a negative person and they 295 00:14:28.960 --> 00:14:31.840 bring the rest of the team down a lack of 296 00:14:31.960 --> 00:14:37.919 desire or willingness to put expectations in place, that that 297 00:14:37.960 --> 00:14:42.480 person changes their attitude and becomes a more positive influence 298 00:14:42.480 --> 00:14:47.200 on the team. When that happens, it implies a If 299 00:14:47.240 --> 00:14:49.200 it's the same leader, it implies that it was the 300 00:14:49.279 --> 00:14:52.159 leader's fault that the person became negative to begin with, 301 00:14:52.360 --> 00:14:54.039 and now that leader doesn't want to look at themselves 302 00:14:54.080 --> 00:14:57.080 in the mirror to address it. Their own shortcomings if 303 00:14:57.120 --> 00:14:59.360 you're a new leader coming onto a team and you 304 00:14:59.399 --> 00:15:02.720 can't make that happen for that person, that implies that 305 00:15:02.799 --> 00:15:07.600 you don't have confidence in the skills and ability of 306 00:15:07.639 --> 00:15:09.679 the rest of the team to the point where you 307 00:15:09.759 --> 00:15:12.559 think you will be negatively hurting the team by that 308 00:15:12.639 --> 00:15:15.000 person's skills going away like. 309 00:15:14.919 --> 00:15:16.960 They they're not able to do. They're the best at 310 00:15:17.000 --> 00:15:17.360 this job. 311 00:15:17.399 --> 00:15:19.919 If we lose them, then we're gonna be you know, 312 00:15:20.120 --> 00:15:22.279 we're gonna be doing a disservice to ourselves. 313 00:15:22.320 --> 00:15:24.919 So we're gonna deal with the negativity. We're gonna we're gonna. 314 00:15:25.120 --> 00:15:27.399 Cope with it or live with it because of the 315 00:15:27.480 --> 00:15:31.039 positive aspects of the of the job performance as person brings, 316 00:15:31.320 --> 00:15:33.399 and you know, it might be the kind of thing 317 00:15:33.440 --> 00:15:36.240 where the work that you do as a leader is 318 00:15:36.320 --> 00:15:39.200 in the background training up other people to make sure 319 00:15:39.200 --> 00:15:41.080 that job is done over the course of one or 320 00:15:41.120 --> 00:15:43.559 two or three months, so that at the same time 321 00:15:43.559 --> 00:15:46.519 that you're coaching this person and saying this negativity has 322 00:15:46.559 --> 00:15:49.360 to stop and you have to change your mindset. Sometime 323 00:15:49.480 --> 00:15:52.120 at some point in time, that person will either leave 324 00:15:52.120 --> 00:15:53.879 on their own because they're tired of being talked to 325 00:15:53.919 --> 00:15:57.039 about their attitude or you will have to separate them 326 00:15:57.080 --> 00:15:59.960 from the organization because you are tired of their adud 327 00:16:00.600 --> 00:16:03.320 And if you're not in the background making sure that 328 00:16:03.399 --> 00:16:05.480 the rest of the team is able to do the 329 00:16:05.519 --> 00:16:08.159 work that that person is going to be leaving behind, 330 00:16:08.679 --> 00:16:10.559 that you don't have somebody to kind of jump into 331 00:16:10.600 --> 00:16:12.759 that spot and do that role, then of course it's 332 00:16:12.759 --> 00:16:15.919 going to be daunting to think about that person going away. 333 00:16:16.159 --> 00:16:18.440 But that doesn't mean it's not your responsibility. It just 334 00:16:18.480 --> 00:16:22.639 means that you are You're giving yourself a false dichotomy. Oh, 335 00:16:22.759 --> 00:16:24.440 I'm either going to lose these skills or might have 336 00:16:24.440 --> 00:16:26.639 to deal with the negativity. No, if you're a leader, 337 00:16:26.679 --> 00:16:29.320 it's neither. You don't have to do either. The solution 338 00:16:29.600 --> 00:16:33.360 is give the person a reasonable but very fast chance 339 00:16:33.399 --> 00:16:36.240 to change their attitude while you're developing the skills of 340 00:16:36.279 --> 00:16:38.559 the rest of the team. Because I promise you, the 341 00:16:38.639 --> 00:16:41.960 person who is negative and continuing to do their job 342 00:16:42.000 --> 00:16:44.360 because they do their job well, they know that they're 343 00:16:44.360 --> 00:16:46.279 the only person who can do their job. They know 344 00:16:46.360 --> 00:16:48.480 that they're the best at doing their job, and they 345 00:16:48.559 --> 00:16:51.200 look at that as a cloak of invincibility, so to speak, 346 00:16:51.360 --> 00:16:53.679 that they can take with them and allow them to 347 00:16:53.480 --> 00:16:55.759 get away with the things that they shouldn't be getting 348 00:16:55.799 --> 00:16:57.960 away with. If they start to see that the rest 349 00:16:58.000 --> 00:17:00.159 of the team can do the job as well as 350 00:17:00.159 --> 00:17:04.440 they can, that that fact alone might cause them to 351 00:17:04.519 --> 00:17:07.200 change their attitude because they don't feel like they're you know, 352 00:17:07.319 --> 00:17:10.440 kind of separated or kind of above everybody else because 353 00:17:10.440 --> 00:17:12.880 of the skills that they have. If you don't have that, 354 00:17:13.319 --> 00:17:15.240 then then that will continue. And you know what, if 355 00:17:15.240 --> 00:17:18.039 it's negative enough, then sometimes the right thing to do 356 00:17:18.160 --> 00:17:19.880 is to get rid of them even before you have 357 00:17:19.920 --> 00:17:23.000 the skills, and the skills get taught on the fly. 358 00:17:23.160 --> 00:17:24.880 In the moment, you might have to jump in as 359 00:17:24.880 --> 00:17:27.759 a leader and help out temporarily. But if the person 360 00:17:27.839 --> 00:17:32.279 is negative enough, the spread from that negativity from that 361 00:17:32.319 --> 00:17:34.839 one person to the rest of the team that could 362 00:17:34.839 --> 00:17:37.240 be causing so much damage in the meantime, then it 363 00:17:37.319 --> 00:17:39.240 might not even be worth waiting until you have the 364 00:17:39.240 --> 00:17:41.599 skills developed on the team to take care of what 365 00:17:41.640 --> 00:17:43.400 they're going to be leaving behind, and you have to 366 00:17:43.519 --> 00:17:46.920 just to deal with it, because again, it's easy to 367 00:17:46.960 --> 00:17:51.480 teach skills. It's a lot harder to teach positivity to 368 00:17:51.559 --> 00:17:53.799 a person who is just kind of hell bent on 369 00:17:53.839 --> 00:17:56.960 being negative because whatever they've gone through, they're. 370 00:17:56.799 --> 00:17:58.960 Kind of past the point of no return absolutely, and 371 00:17:59.000 --> 00:18:00.799 with that brings us This episode is one minute hack. 372 00:18:00.920 --> 00:18:02.519 But first a few words from our sponsors. 373 00:18:03.440 --> 00:18:04.960 All Right, if you're leader of people and you're trying 374 00:18:05.000 --> 00:18:08.480 to solve an issue of negativity on your team, once 375 00:18:08.519 --> 00:18:11.880 you've determined where the negativity is coming from, the one 376 00:18:11.960 --> 00:18:14.319 or two or three people that is kind of spreading 377 00:18:14.359 --> 00:18:16.480 from there, the first thing to do is to have 378 00:18:16.519 --> 00:18:21.119 conversations with each of them and set very very realistic, 379 00:18:21.160 --> 00:18:25.640 almost baby step expectations on what the expectations are from 380 00:18:25.680 --> 00:18:27.680 you going forward from an attitude standpoint. 381 00:18:27.880 --> 00:18:28.799 And the reason why they. 382 00:18:28.720 --> 00:18:31.880 Have to be really baby steps is because all you're 383 00:18:31.920 --> 00:18:34.599 trying to do in this first interaction is determined whether 384 00:18:34.680 --> 00:18:37.680 or not the person has the desire to change. If 385 00:18:37.720 --> 00:18:40.559 you start out with what all of the expectations are, 386 00:18:40.920 --> 00:18:44.920 then it's possible that because of the person's experience, because 387 00:18:44.920 --> 00:18:47.359 of the lack of skills or lack of learnings or 388 00:18:47.400 --> 00:18:49.880 lack of leadership they've had in the past, it's possible 389 00:18:49.920 --> 00:18:53.599 they won't be able to meet all those expectations right away, 390 00:18:54.000 --> 00:18:57.880 and then you could falsely attribute their failure to attitude 391 00:18:57.880 --> 00:19:00.680 when it's actually something else. But if you start with 392 00:19:00.720 --> 00:19:04.400 an expectation that is very small, that that will allow 393 00:19:04.440 --> 00:19:07.319 you to determine whether or not that person actually has 394 00:19:07.359 --> 00:19:10.000 the desire to change, then you will know where your 395 00:19:10.039 --> 00:19:13.000 effort should be should be put and how much effort 396 00:19:13.000 --> 00:19:15.799 should be put into developing them. So if if you 397 00:19:15.839 --> 00:19:18.079 can determine that they do have the desire to change, 398 00:19:18.480 --> 00:19:21.160 that sets your road differently on what the course of 399 00:19:21.200 --> 00:19:23.680 action is with them. They need more time necessary, you know, 400 00:19:23.720 --> 00:19:26.000 potentially with you, they need more one on ones with 401 00:19:26.039 --> 00:19:28.519