Speaker 1: Welcome to HAWCK Can Your Leadership.
Speaker 2: I'm Chris and I'm Lorenzo and Lorenzo.
Speaker 3: On this episode, we're continuing the discussion that we started
Speaker 3: last Monday on an article that I saw on the
Speaker 3: Forbes website called four common leadership Problems and their Solutions.
Speaker 1: Last week we talked about what would.
Speaker 3: Happen if your team isn't listening to each other and
Speaker 3: what the causes of that are and what the leadership
Speaker 3: solutions are in those situations. Great discussion. Go ahead, go
Speaker 3: back and listen to it if you haven't yet. On
Speaker 3: this episode, I want to talk about the second item
Speaker 3: in the article, which is what happens when your team
Speaker 3: is consumed by negativity? And I think this one is
Speaker 3: a little bit different than when your team isn't listening
Speaker 3: to each other, because negativity is it's a mindset more
Speaker 3: than anything else, and they can have different causes, some
Speaker 3: of which are can be solved by leadership training and development,
Speaker 3: some of which have to be solved by changing the
Speaker 3: makeup of the team or who is on the team.
Speaker 3: And it's the responsibility of leaders to figure out where
Speaker 3: the source or causes of this negativity lies in order
Speaker 3: to effectively turn it into positivity, because just being a
Speaker 3: positive person as a leader. While that is necessary and
Speaker 3: it's important, that alone won't necessarily solve the problems that
Speaker 3: arise from a team that is consumed by negativity if
Speaker 3: if that positivity is not coupled with very specific actions
Speaker 3: by the leader, where those actions are needed in order
Speaker 3: to make it a turnaround. It's not simply you know,
Speaker 3: there's there's almost memes of it, and plenty of like
Speaker 3: movie tropes where you have, you know, like the cheerleader
Speaker 3: that comes in and says.
Speaker 1: Hey, everybody, let's be positive, and they'll.
Speaker 3: Look at that that person they go look at them
Speaker 3: like like they're an idiot. You know, you can't be
Speaker 3: that leader. But the positivity is needed and it needs
Speaker 3: to be you know, coupled with action, very specific action.
Speaker 2: Yeah, I think too. It's it's rare. It's rare that
Speaker 2: you see entire teams kind of consumed by negativity. Typically
Speaker 2: what you see are some real concerns, some real things
Speaker 2: that a team needs collectively, and then you may have
Speaker 2: a handful of people on a team that just in
Speaker 2: general like whether they're they're over it, they're burned out,
Speaker 2: they feel like you know, they they they've reached the
Speaker 2: limit of opportunities they have, like whatever the case is.
Speaker 2: And and maybe people are holding onto things that have
Speaker 2: happened over the past and and again many times these
Speaker 2: are real things that have happened, and people kind of
Speaker 2: have a you know, like like a right to feel
Speaker 2: that way. I think, though, you know, we've talked about
Speaker 2: a lot in the podcast, like if you do feel
Speaker 2: that way, if you had these experiences with a leader
Speaker 2: in an organization, if things aren't getting better, the best
Speaker 2: thing for you to do really is like leave, you
Speaker 2: know what I'm saying, like like go, go, go somewhere
Speaker 2: where you can have a better opportunity, Go somewhere where
Speaker 2: you don't have to have that feeling of resentment or
Speaker 2: whatever the case is. But but it happens. And I
Speaker 2: think from a from a leadership standpoint, when you have
Speaker 2: teams in that space, it's really important to just listen
Speaker 2: and talk about it and and talk about the real
Speaker 2: things that are causing some of these things. I think
Speaker 2: sometimes to your point, like you know, maybe you don't
Speaker 2: walk into a conversation or walk in to talk to
Speaker 2: a team or your leaders and you're like the raw,
Speaker 2: raw positivity. It's all gonna be great, it's gonna be amazing,
Speaker 2: We're gonna do great things. Maybe you're not doing that.
Speaker 2: But if you're not willing to go into a meeting
Speaker 2: or have a conversation and actually share out loud what
Speaker 2: some of the real things are that are happening, that
Speaker 2: may be causing some of this negativity or at the
Speaker 2: center of why the team feels that way. In essence,
Speaker 2: that's kind of what you're doing. You're you're, you're you're,
Speaker 2: You're not talking about the reality of what's happening, and
Speaker 2: instead you're trying to like get by, get bite quickly,
Speaker 2: or paint over it, or can we move forward or
Speaker 2: let's let things go. Well, that sounds good in theory,
Speaker 2: but we probably need to have a conversation about it.
Speaker 2: And there's been many times as a leader where I've
Speaker 2: walked into two small teams, big teams, different things and
Speaker 2: had to sit down and say, hey, let's talk about
Speaker 2: what's going on. I can sense right now right that
Speaker 2: we're not in a good spot. I can see that
Speaker 2: there's good work that we want to do, but there's
Speaker 2: a lot of negativity feelings that are going on here.
Speaker 2: So there's a couple of things that I want to
Speaker 2: share that I've recognized or that I've observed that make
Speaker 2: sure that you're clear that I see it. And I'm
Speaker 2: going to say things like this is a lack you know,
Speaker 2: or or just a failure of leadership. I'm going to
Speaker 2: say things like that's unacceptable. I'm going to say things
Speaker 2: like you know that, that's not that's not you know,
Speaker 2: aligned with you know values, that's not aligned with the
Speaker 2: work that we want to do. I'm going to talk
Speaker 2: about these things and I'm going to put them out
Speaker 2: there and say so. I can't go back into the
Speaker 2: past and change this experience. What I can do is
Speaker 2: is talk about this and and then I can talk
Speaker 2: about where do we go from here? And how do
Speaker 2: we move differently, how do we adjust? What are the
Speaker 2: things that we can change within our control that allow
Speaker 2: us to be able to move forward. And for some
Speaker 2: of you that might not be possible. And I'm gonna
Speaker 2: say that out loud. For some of you, you might
Speaker 2: be in a space where it's like somebody's been here
Speaker 2: before and said the same things to you and nothing's changed.
Speaker 2: Some of you, like there might be too much resentment
Speaker 2: or too much negativity or too much feeling of like
Speaker 2: how things used to be to how they are, whatever
Speaker 2: that might be. That might be too much for you,
Speaker 2: And that's okay as well. And if this is not
Speaker 2: the place, this is not the work that you want
Speaker 2: to do, you don't want to put forth the effort
Speaker 2: to help us get into a positive place, then I'm okay.
Speaker 2: If you tell me that, I would rather you let
Speaker 2: me know kind of how you feel and where you're
Speaker 2: at so we can help you do what you want
Speaker 2: to do and kind of move on. What we're not
Speaker 2: going to allow or stand for is that continual element
Speaker 2: of negativity or pushing back against the rest of the
Speaker 2: team trying to do great work. So I think like
Speaker 2: conversations like that are critical if in fact you're walking
Speaker 2: into a team that is consumed my negativity.
Speaker 3: Sure, sure, if a person is negative, if if have
Speaker 3: a negative outlook and you say things like what we're
Speaker 3: not going to allow us for the continued negativity, then
Speaker 3: you know that what that means basically is if you're
Speaker 3: saying you can come to me with anything, if you
Speaker 3: if you have a feeling, if you're feeling negative about
Speaker 3: this role or this job or these expectations or this workload,
Speaker 3: whatever it is, I want you to talk to me
Speaker 3: about it, and I want to try to go through
Speaker 3: some things that can happen that we can do to
Speaker 3: make it, to make it more realistic for you to
Speaker 3: or to help you along on this journey. But if
Speaker 3: a person is doing that, that assumes that they don't
Speaker 3: want to feel negative either. They want to feel positive
Speaker 3: about it, and that is inherently a good thing. That
Speaker 3: means that it might be possible to salvage that relationship
Speaker 3: between the person and the job they have. But but
Speaker 3: sometimes it's not. And when it's not, it doesn't necessarily
Speaker 3: mean that what the expectations are now are are not
Speaker 3: realistic or you know, they're that they're that they're not good,
Speaker 3: or that somebody is doing something wrong. Sometimes when a
Speaker 3: job description changes, or when the expectations change over time,
Speaker 3: because you know, obviously companies that don't change those things
Speaker 3: over time are the ones that will die. You need
Speaker 3: to change your expectations over time because the market changes,
Speaker 3: and the customers change, and the you know, the economy changes.
Speaker 3: All these things change and the company has to adapt
Speaker 3: to that. And it might be that a role migrates
Speaker 3: from one thing to another slowly or quickly, and the
Speaker 3: people in that role are no longer a fit for
Speaker 3: that role because the expectations have changed, and sometimes they
Speaker 3: can come along for the journey. Sometimes they can change
Speaker 3: to fit, but the anxiety that they feel on whether
Speaker 3: or not they can change is something that can lead
Speaker 3: to that negativity. So if they want to be able
Speaker 3: to fit into the expectations that they want to be
Speaker 3: able to do their job correctly and well and to
Speaker 3: the best of their ability, but they are unable to
Speaker 3: this is when leadership has to stay in and decide
Speaker 3: can this person be taught these things? Can this person
Speaker 3: get these skills, because in the absence of the skills,
Speaker 3: while the job description or the expectations continue to change,
Speaker 3: you're only going to have that negativity continue to grow
Speaker 3: from that person because they either a will never be
Speaker 3: able to get on board or they want to get
Speaker 3: on board but they can't because they don't have the skills.
Speaker 1: And if you don't.
Speaker 3: Address those things, that negativity is what spreads. But if
Speaker 3: you have one or two or three people on a
Speaker 3: team that have these feelings and that they they start,
Speaker 3: you know, kind of spouting negative things here and there
Speaker 3: to their teammates. It's insidious because it starts with little comments, oh,
Speaker 3: you know, something happens, and they go, there's a surprise,
Speaker 3: you know, like like those little things.
Speaker 1: But they but they are seeds that.
Speaker 3: Get planted in the minds of the teammates that they
Speaker 3: work with, and those seeds can grow in the absence
Speaker 3: of a leader that comes in and stomps it out.
Speaker 3: And the people who the people who are able to
Speaker 3: be turned negative, who were normally positive or at least neutral,
Speaker 3: those people can be turned around back into the positive again,
Speaker 3: but only in the absence of the negative seed that
Speaker 3: was there to begin with. And so if you're a leader,
Speaker 3: you need to figure out a where this negativity is
Speaker 3: stemming from. And if if you have a team of
Speaker 3: fifteen people and ten of the fifteen people seem to
Speaker 3: be doing their job perfectly fine and getting everything done
Speaker 3: and exactly what they're supposed to do, then it's very
Speaker 3: unlikely that the expectations of the job are unrealistic. It's
Speaker 3: very unlikely that the workload is unrealistic. It's very unlikely
Speaker 3: that there's an expectation that is not realistic. It's more
Speaker 3: likely that the people who are unable to do it
Speaker 3: either don't have the skills or they don't have the desire.
Speaker 3: And but if you have a team of fifteen people
Speaker 3: and all fifteen of them are not able to get
Speaker 3: everything anything done, or they all have a negative outlook
Speaker 3: and you're not seeing results out of any of them,
Speaker 3: then it is very possible that the workload is unrealistic.
Speaker 3: And then you have to look at what that workloader,
Speaker 3: that those expectations are and and kind of dial it
Speaker 3: back or address it to be able to keep the
Speaker 3: team you know, with you as you move through the
Speaker 3: journey together or you or it means getting rid of
Speaker 3: the entire team. That typically is not the right way
Speaker 3: to go. So you really have to figure out whether
Speaker 3: it's kind of localized to a few people. And you
Speaker 3: know when you have a when you have like a
Speaker 3: spasm in your back, and by the at the beginning
Speaker 3: of the day, you know exactly where it's coming from.
Speaker 3: It's that one little spot behind your shoulder blade, and
Speaker 3: you feel that's exactly where it is. By the end
Speaker 3: of the day, it's just like, oh, my whole back
Speaker 3: is hurting, and it's because that that little pain point
Speaker 3: has kind of radiated out and it's affecting other things too,
Speaker 3: and you kind of lose the ability to know where
Speaker 3: that pain is actually coming from because of how long
Speaker 3: it's been there, it's affecting everything else. You have to
Speaker 3: get it back to localized again. You have to go
Speaker 3: back to where the actual source is. And oftentimes it's
Speaker 3: one or two or three people that are affecting the
Speaker 3: entire team.
Speaker 2: Yeah, And I want to underline as well, like there's probably, uh,
Speaker 2: to your point, a couple of people that really kind
Speaker 2: of guide and influence negativity many times, many times I
Speaker 2: found out, you know, and that their experience has led
Speaker 2: them into that space, right, And like, like something that
Speaker 2: happened a lack of leadership. It's very rare that somebody's
Speaker 2: just negative and they've always been negative and they haven't
Speaker 2: cared before, Like that's.
Speaker 1: They probably wouldn't have gotten the job to begin.
Speaker 2: With, exactly, Like, there's been something that has happened, and
Speaker 2: and I think addressing that something and talking through that
Speaker 2: and and asking if they feel that they're capable of
Speaker 2: moving on and working through it, Like that's a really
Speaker 2: important thing to do and a really important conversation to
Speaker 2: have because it's really easy to just walk in and
Speaker 2: be like, well, so soo's negative. Nobody likes them. They
Speaker 2: always have a problem, it's always an issue, it's always
Speaker 2: an issue, blah blah blah blah blah. And then you
Speaker 2: talk to them you realize like, well, wait a minute,
Speaker 2: like I'm not I can see where they have concerns,
Speaker 2: but I'm not picking up this massive negative energy. And
Speaker 2: maybe some of it is masking because you're the leader,
Speaker 2: you're the new leader, whatever. But I think many times
Speaker 2: because of that defensive element they've put up and over
Speaker 2: time they've pushed people away that nobody's willing to have
Speaker 2: a real conversation with them about their experience, what happened
Speaker 2: where we're at, and then asking them like is this
Speaker 2: worth it? Like like are you are you able to
Speaker 2: work through this? Is there is there a space in
Speaker 2: the future where you figure like you can let these
Speaker 2: things go and we can move forward, because and if not,
Speaker 2: that's okay, Like we still need to talk about it,
Speaker 2: because then this probably is not the right place for you,
Speaker 2: right right, Like those conversations have to happen if you're
Speaker 2: serious about not only helping the larger team, but then
Speaker 2: building skill and capability as a leader, because yeah, the
Speaker 2: the easier thing to do is like, well then just
Speaker 2: start over, right, just walk in and be like that
Speaker 2: it's negative team, a lot of negativity. Let's just start over. Well, okay,
Speaker 2: But that then assumes that you believe that there's no
Speaker 2: way that you can move forward in a lot of ways.
Speaker 2: Where the trap that sometimes people can fall into and
Speaker 2: leaders can fall into, though, is like, well, if you've
Speaker 2: got this person and Chris was their leader, and they
Speaker 2: tried and put forth an effort and they weren't able
Speaker 2: to change this person or get them to a right
Speaker 2: good spot, then Lorenzo tried and he did his thing,
Speaker 2: and this person's still here, but they still have these
Speaker 2: ongoing issues or situations or negativity right right now. If
Speaker 2: it's the third person, well, now is this about your
Speaker 2: ego or about the belief that these other leaders have
Speaker 2: also attempted to do this work, like, oh, I can
Speaker 2: be the one to fix them, I can get nah. Like,
Speaker 2: at what point do you then say, We've had plenty
Speaker 2: of opportunities here for this person to show up in
Speaker 2: this space and they're just continuing not to in regardless
Speaker 2: of what they know. How long they've been here, how
Speaker 2: much they sell, how good they are at what they do,
Speaker 2: like all those things. We've talked about it a million times.
Speaker 2: No matter how good they are at something, if they
Speaker 2: are a negative element of the team, it's not good
Speaker 2: for the team. It's not good for your business. You've
Speaker 2: got to figure something else out.
Speaker 1: Oh for sure. The number of time.
Speaker 3: First of all, when I see that happen to me,
Speaker 3: that implies there is a lack of skill in the
Speaker 3: rest of the team. And so here's what I mean
Speaker 3: by that. If you have a person who is a
Speaker 3: generally negative person, but they do this one thing really well.
Speaker 3: They do their job well, like they're the best at
Speaker 3: doing their job, but they're a negative person and they
Speaker 3: bring the rest of the team down a lack of
Speaker 3: desire or willingness to put expectations in place, that that
Speaker 3: person changes their attitude and becomes a more positive influence
Speaker 3: on the team. When that happens, it implies a If
Speaker 3: it's the same leader, it implies that it was the
Speaker 3: leader's fault that the person became negative to begin with,
Speaker 3: and now that leader doesn't want to look at themselves
Speaker 3: in the mirror to address it. Their own shortcomings if
Speaker 3: you're a new leader coming onto a team and you
Speaker 3: can't make that happen for that person, that implies that
Speaker 3: you don't have confidence in the skills and ability of
Speaker 3: the rest of the team to the point where you
Speaker 3: think you will be negatively hurting the team by that
Speaker 3: person's skills going away like.
Speaker 1: They they're not able to do. They're the best at
Speaker 1: this job.
Speaker 3: If we lose them, then we're gonna be you know,
Speaker 3: we're gonna be doing a disservice to ourselves.
Speaker 1: So we're gonna deal with the negativity. We're gonna we're gonna.
Speaker 3: Cope with it or live with it because of the
Speaker 3: positive aspects of the of the job performance as person brings,
Speaker 3: and you know, it might be the kind of thing
Speaker 3: where the work that you do as a leader is
Speaker 3: in the background training up other people to make sure
Speaker 3: that job is done over the course of one or
Speaker 3: two or three months, so that at the same time
Speaker 3: that you're coaching this person and saying this negativity has
Speaker 3: to stop and you have to change your mindset. Sometime
Speaker 3: at some point in time, that person will either leave
Speaker 3: on their own because they're tired of being talked to
Speaker 3: about their attitude or you will have to separate them
Speaker 3: from the organization because you are tired of their adud
Speaker 3: And if you're not in the background making sure that
Speaker 3: the rest of the team is able to do the
Speaker 3: work that that person is going to be leaving behind,
Speaker 3: that you don't have somebody to kind of jump into
Speaker 3: that spot and do that role, then of course it's
Speaker 3: going to be daunting to think about that person going away.
Speaker 3: But that doesn't mean it's not your responsibility. It just
Speaker 3: means that you are You're giving yourself a false dichotomy. Oh,
Speaker 3: I'm either going to lose these skills or might have
Speaker 3: to deal with the negativity. No, if you're a leader,
Speaker 3: it's neither. You don't have to do either. The solution
Speaker 3: is give the person a reasonable but very fast chance
Speaker 3: to change their attitude while you're developing the skills of
Speaker 3: the rest of the team. Because I promise you, the
Speaker 3: person who is negative and continuing to do their job
Speaker 3: because they do their job well, they know that they're
Speaker 3: the only person who can do their job. They know
Speaker 3: that they're the best at doing their job, and they
Speaker 3: look at that as a cloak of invincibility, so to speak,
Speaker 3: that they can take with them and allow them to
Speaker 3: get away with the things that they shouldn't be getting
Speaker 3: away with. If they start to see that the rest
Speaker 3: of the team can do the job as well as
Speaker 3: they can, that that fact alone might cause them to
Speaker 3: change their attitude because they don't feel like they're you know,
Speaker 3: kind of separated or kind of above everybody else because
Speaker 3: of the skills that they have. If you don't have that,
Speaker 3: then then that will continue. And you know what, if
Speaker 3: it's negative enough, then sometimes the right thing to do
Speaker 3: is to get rid of them even before you have
Speaker 3: the skills, and the skills get taught on the fly.
Speaker 3: In the moment, you might have to jump in as
Speaker 3: a leader and help out temporarily. But if the person
Speaker 3: is negative enough, the spread from that negativity from that
Speaker 3: one person to the rest of the team that could
Speaker 3: be causing so much damage in the meantime, then it
Speaker 3: might not even be worth waiting until you have the
Speaker 3: skills developed on the team to take care of what
Speaker 3: they're going to be leaving behind, and you have to
Speaker 3: just to deal with it, because again, it's easy to
Speaker 3: teach skills. It's a lot harder to teach positivity to
Speaker 3: a person who is just kind of hell bent on
Speaker 3: being negative because whatever they've gone through, they're.
Speaker 2: Kind of past the point of no return absolutely, and
Speaker 2: with that brings us This episode is one minute hack.
Speaker 2: But first a few words from our sponsors.
Speaker 3: All Right, if you're leader of people and you're trying
Speaker 3: to solve an issue of negativity on your team, once
Speaker 3: you've determined where the negativity is coming from, the one
Speaker 3: or two or three people that is kind of spreading
Speaker 3: from there, the first thing to do is to have
Speaker 3: conversations with each of them and set very very realistic,
Speaker 3: almost baby step expectations on what the expectations are from
Speaker 3: you going forward from an attitude standpoint.
Speaker 1: And the reason why they.
Speaker 3: Have to be really baby steps is because all you're
Speaker 3: trying to do in this first interaction is determined whether
Speaker 3: or not the person has the desire to change. If
Speaker 3: you start out with what all of the expectations are,
Speaker 3: then it's possible that because of the person's experience, because
Speaker 3: of the lack of skills or lack of learnings or
Speaker 3: lack of leadership they've had in the past, it's possible
Speaker 3: they won't be able to meet all those expectations right away,
Speaker 3: and then you could falsely attribute their failure to attitude
Speaker 3: when it's actually something else. But if you start with
Speaker 3: an expectation that is very small, that that will allow
Speaker 3: you to determine whether or not that person actually has
Speaker 3: the desire to change, then you will know where your
Speaker 3: effort should be should be put and how much effort
Speaker 3: should be put into developing them. So if if you
Speaker 3: can determine that they do have the desire to change,
Speaker 3: that sets your road differently on what the course of
Speaker 3: action is with them. They need more time necessary, you know,
Speaker 3: potentially with you, they need more one on ones with
Speaker 3: you to kind of level set and and and talk
Speaker 3: out what the what the expectations are and what the
Speaker 3: progress is. And you can ask them to give you
Speaker 3: specifics about what they've done that they saw as a
Speaker 3: positive and you can give them specifics once you've determined
Speaker 3: that they do want to make the change and to
Speaker 3: become a more positive person. And that's that's actually very
Speaker 3: meaningful work to do if you can determine that that's
Speaker 3: where a person is in their own head. But if
Speaker 3: at that after that first interaction you determine that they
Speaker 3: don't have the ability to move past even this one
Speaker 3: baby step, then first it allows you to put your
Speaker 3: effort towards make making sure that they kind of either
Speaker 3: leave the team you know, with grace and dignity, or
Speaker 3: leave their team involuntarily if they're unable to make those changes,
Speaker 3: you know, very quickly, and put your effort and focus
Speaker 3: of you know, leadership and development and training into the
Speaker 3: people who actually want it and who will actually get
Speaker 3: something from it, as opposed to somebody where where it's
Speaker 3: kind of you know, falling on deaf ears and so
Speaker 3: determining the motivation of the person first is key to
Speaker 3: making sure that the effort you're putting in is actually
Speaker 3: fruitful effort and and not you know, you know, wasted time.
Speaker 2: Yeah, I think it's such an important part is people
Speaker 2: people have to be open and willing to want to
Speaker 2: change and be a part of wherever the team is going.
Speaker 2: And that's not to say that you don't put any
Speaker 2: effort in. I think to your point, like, you have
Speaker 2: to put some effort in, right, but then it has
Speaker 2: to be matched, and it has to be matched quickly.
Speaker 2: It's like, if I'm going to put forth this effort
Speaker 2: to help us move forward, and I'm not asking for
Speaker 2: all of the effort right now, but I am asking
Speaker 2: for some and I need to see that reciprocated. And
Speaker 2: I think that's the point around saying, well, this is
Speaker 2: what I need to see from you, but also here's
Speaker 2: what we're not going to stand for anymore, Like we're
Speaker 2: not going to allow this type of behavior. So even
Speaker 2: if it's not this out of the gate, somebody's running like, okay,
Speaker 2: now I was I was negative, now I'm super positive. No, No,
Speaker 2: that's not realistic. In a lot of instances. What is
Speaker 2: realistic is to say like, hey, maybe I'm not super
Speaker 2: positive yet, but I'm not going to do these negative
Speaker 2: things anymore. And that to me is a step in
Speaker 2: the right direction. And that allows for an opportunity to say, Okay,
Speaker 2: now I'm willing to invest a little bit more. And
Speaker 2: again I can't can't walk into the investment and put
Speaker 2: all my chips in right like and and but that's
Speaker 2: that's a conversation to have to say, like, I'm willing
Speaker 2: to continue to invest as you also invest. But the
Speaker 2: minute that you stop investing, the minute that you fall
Speaker 2: back into negative behaviors, the minute that you feel like
Speaker 2: you know you're going to push back on the places
Speaker 2: that we're going we're going to have another conversation about it.
Speaker 2: So you're kind of also laying out you know what
Speaker 2: this looks like, and you know, to your point, like
Speaker 2: the choice they have in front of them to do
Speaker 2: what's best and to make a decision that's going to
Speaker 2: help them be more successful in the future.
Speaker 3: Right, and as a leader, what you can also do
Speaker 3: too that might help this, because yeah, it's it's hard
Speaker 3: for a person who is negative in general to change
Speaker 3: their own mindset overnight. So if the expectation is what
Speaker 3: is more along the lines of what they're allowed to
Speaker 3: say and do around other people, then that that is
Speaker 3: a real realistic expectation what they're allowed to say and
Speaker 3: do around other people. It might not be as realistic
Speaker 3: to tell them you have to change the way your
Speaker 3: mind thinks about this and you have to be more
Speaker 3: positive in your mind. You can't help the way you feel,
Speaker 3: and the way you feel is a result of all
Speaker 3: the experiences that you've had. But as a leader, you
Speaker 3: can say to that person, hey, you know what, anytime
Speaker 3: you're feeling this way, something triggered it, something happened.
Speaker 1: That made you feel this way.
Speaker 3: And if you have the ability to bite your tongue
Speaker 3: for a minute and not you know, spread that negativity
Speaker 3: to your teammates and other people.
Speaker 1: People.
Speaker 3: What I would love for you is to come invent
Speaker 3: to me as your leader. Come invent to me all
Speaker 3: you can tell me. I'll sit there while you while
Speaker 3: you yell and scream and kind of about what's going
Speaker 3: on that is bothering you or that, and I might.
Speaker 1: Be able to solve that.
Speaker 3: I might be able to tell you where what information
Speaker 3: you're missing that might have led you to this conclusion
Speaker 3: that isn't necessarily true. Or I'll vent with you and say,
Speaker 3: you know what, that that sucks. I can understand why
Speaker 3: that will be frustrating. It's frustrating for me too. Let
Speaker 3: me tell you how I get through it, and let's
Speaker 3: see if that helps you. And So, if a person
Speaker 3: is willing to do that, at the very least, it
Speaker 3: shows they want something to change. And as long as
Speaker 3: they're willing to not spread their negativity to others and
Speaker 3: you can help them through this, you're you're already on
Speaker 3: the road to you know, kind of saving that relationship
Speaker 3: or saving that person. It's when they're unable to do
Speaker 3: those little things like come to you, when they have
Speaker 3: an issue that they want to vent about, like you know,
Speaker 3: being unable to bite their tongue when it comes to
Speaker 3: how they talk to other employees, or how they how
Speaker 3: they position, what the what the company or leadership expectation
Speaker 3: are two other employees. It's when they're doing those things
Speaker 3: and that doesn't stop, that's when you can kind of
Speaker 3: say that the desire to change isn't there, and now
Speaker 3: it's just miseres looking for.
Speaker 2: Company absolutely and what that b exsists at the end
Speaker 2: of this episode, this is hacking leadership. I'm Lorenzo and
Speaker 2: I'm Chris, and we'll talk to you all next time.