Speaker 1: Helping leaders motivate their people to a higher level of
Speaker 1: performance through strong human relations, team building, and goal achieving.
Speaker 1: This is the seven Minute Leadership Podcast with your host
Speaker 1: Paul Fellowaliedo.
Speaker 2: Hello everyone, and welcome to the seven Minute Leadership Podcast.
Speaker 2: It's episode four oh nine and I want to tell
Speaker 2: you something that will set you apart immediately from ninety
Speaker 2: percent of leaders out there. Send your boss a weekly
Speaker 2: leadership signal. Not a generic check in, not a we're
Speaker 2: good down here email. I'm talking about a consistent, high signal,
Speaker 2: low noise update that shows you're locked in, aligned with
Speaker 2: the mission, in leading with intent. I call it the
Speaker 2: leadership signal, a concept I stole from my work as
Speaker 2: an emergency management coordinator when I used to send a lot,
Speaker 2: lot of high level reports to senior officials. This is
Speaker 2: a simple but powerful report you send every week that
Speaker 2: tells your boss five key things. It'll take you ten
Speaker 2: minutes to write, but it will build year's worth of trust, clarity,
Speaker 2: and leadership capital. Here's the breakdown of what's inside the
Speaker 2: leadership signal and why each piece matters. Part one is
Speaker 2: weekly Wins. This is three key accomplishments tied to business objectives.
Speaker 2: This isn't about bragging, this isn't about alignment. You pick
Speaker 2: the three most important things your team did this week
Speaker 2: that tie back to the company's mission or strategic priorities.
Speaker 2: You're not saying we clean the supply room unless cleaning
Speaker 2: that room, fix the safety violation, or open up space
Speaker 2: to support a new project. But you're showing that you
Speaker 2: understand what matters to the business, and more importantly, that
Speaker 2: you and your team are delivering on it. This section
Speaker 2: answers your boss's unspoken question, are we moving the needle.
Speaker 2: Here's an example of how to phrase it. Weekly Win
Speaker 2: number one completed phase one of the software rollout. This
Speaker 2: keeps us on track for the full launch by August
Speaker 2: fifteenth and reduces current system down time by forty percent.
Speaker 2: Not only are you showing the win, but you're also
Speaker 2: linking it to outcomes, and that's leadership thinking. Part two
Speaker 2: of the leadership signal Progress on Priorities, status updates on
Speaker 2: your top three initiatives? What are the top three things
Speaker 2: you're responsible for that have long term impact? Those should
Speaker 2: always be in this section. Even if nothing moved this week,
Speaker 2: you still write that because it shows consistency and keeps
Speaker 2: your boss aware of what's on your radar. Make it
Speaker 2: simple bullet points something like status is either on track, delayed,
Speaker 2: or ahead of skale and add a short sentence with
Speaker 2: context so it would be priority improve employee retention program
Speaker 2: status on track held first focus group with field staff
Speaker 2: got seven action items to reduce burnout HR reviewing this Monday.
Speaker 2: This tells your boss, I've got my eyes on the
Speaker 2: big picture, not just the daily fire drills. The third
Speaker 2: section is for challenges and solutions. This is one or
Speaker 2: two roadblocks plus your plan to fix them. Here's where
Speaker 2: most people mess up. They dump problems on their boss
Speaker 2: and then they just sit back. You're not doing that.
Speaker 2: You're identifying one or two roadblocks that matter, and then
Speaker 2: here's the key you offer your solution. You're not saying
Speaker 2: we're short staffed. You're saying we're short staffed and I'm
Speaker 2: adjusting the weekly schedule and offering a fifty dollars bonus
Speaker 2: to anyone who picks up a shift. Here's the early
Speaker 2: response that flips the whole energy. Your boss doesn't see
Speaker 2: you as a complainer. They see you as someone who
Speaker 2: handles business. The fourth section is support needed specific asks
Speaker 2: with clear context and timelines. This is where you earn
Speaker 2: the right to ask for what you need. If you've
Speaker 2: been tracking wins, showing progress and solving problems, then this
Speaker 2: part is easy. Now you make your ask one to
Speaker 2: two things max clear, specific deadline attached to it, so
Speaker 2: the sample would be support. Ask need approval to purchase
Speaker 2: new cardiac monitors by Friday to secure fifteen percent vendor
Speaker 2: discount already reviewed with finance support Ask requesting thirty minutes
Speaker 2: on your calendar next week to align on Q three
Speaker 2: strategical something like that. This makes it easy for your
Speaker 2: boss to say yes or ask the right questions. It
Speaker 2: builds a rhythm of support, not micromanagement. And the last
Speaker 2: section of the leadership signal is looking ahead and this
Speaker 2: is what's coming next week that matters. This final section
Speaker 2: shows foresight. You're not just reacting, you're thinking ahead. What's
Speaker 2: coming down the pipe next week that your boss needs
Speaker 2: to know. It could be a site visit, a hiring decision,
Speaker 2: a budget deadline, or a moment where you'll need back up.
Speaker 2: Keep it short and tight. Just signal what's coming and
Speaker 2: what the potential risk or opportunity is. And it might
Speaker 2: sound something like this looking ahead meeting with union reps Wednesday,
Speaker 2: new shift model legal NHR looped in will update you
Speaker 2: immediately after something just that simple and to the point.
Speaker 2: So now let's zoom out. If you do this weekly,
Speaker 2: every Friday or Monday, you're building a leadership rhythm. Your
Speaker 2: boss will start trusting you more, communicating with you more.
Speaker 2: And when it comes time for promotions, funding or expanded authority,
Speaker 2: guess who's at the top of that list. Not the
Speaker 2: person who disappears for three weeks and only shows up
Speaker 2: with problems, It's you, because you have been signaling leadership.
Speaker 2: So this is the kind of communication that says I'm
Speaker 2: not just managing tasks, I'm owning outcomes. And the cool part,
Speaker 2: it takes less than ten minutes to write. Once you
Speaker 2: get in the habit and build the template, you can
Speaker 2: do it in a bulleted email, a one page PDF,
Speaker 2: even a recorded voice memo if your boss prefers that format.
Speaker 2: It's not about style, it's about clarity, consistency, and accountability.
Speaker 2: So starting this week, make the time to write your
Speaker 2: first leadership signal, and every week after that, refine it,
Speaker 2: tailor it, and hit send. Because great leaders don't make
Speaker 2: their boss's guests. They make them confident. This has been
Speaker 2: the seven minute leadership podcast, and I thank you for listening.
Speaker 1: For more Paul fell of Alito Podcasts, visit paulfellowalito dot
Speaker 1: com