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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building, and goal achieving.

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<v Speaker 1>This is the seven Minute Leadership Podcast with your host

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<v Speaker 1>Paul Fellowaliedo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode four oh nine and I want to tell

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<v Speaker 2>you something that will set you apart immediately from ninety

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<v Speaker 2>percent of leaders out there. Send your boss a weekly

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<v Speaker 2>leadership signal. Not a generic check in, not a we're

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<v Speaker 2>good down here email. I'm talking about a consistent, high signal,

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<v Speaker 2>low noise update that shows you're locked in, aligned with

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<v Speaker 2>the mission, in leading with intent. I call it the

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<v Speaker 2>leadership signal, a concept I stole from my work as

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<v Speaker 2>an emergency management coordinator when I used to send a lot,

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<v Speaker 2>lot of high level reports to senior officials. This is

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<v Speaker 2>a simple but powerful report you send every week that

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<v Speaker 2>tells your boss five key things. It'll take you ten

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<v Speaker 2>minutes to write, but it will build year's worth of trust, clarity,

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<v Speaker 2>and leadership capital. Here's the breakdown of what's inside the

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<v Speaker 2>leadership signal and why each piece matters. Part one is

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<v Speaker 2>weekly Wins. This is three key accomplishments tied to business objectives.

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<v Speaker 2>This isn't about bragging, this isn't about alignment. You pick

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<v Speaker 2>the three most important things your team did this week

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<v Speaker 2>that tie back to the company's mission or strategic priorities.

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<v Speaker 2>You're not saying we clean the supply room unless cleaning

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<v Speaker 2>that room, fix the safety violation, or open up space

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<v Speaker 2>to support a new project. But you're showing that you

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<v Speaker 2>understand what matters to the business, and more importantly, that

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<v Speaker 2>you and your team are delivering on it. This section

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<v Speaker 2>answers your boss's unspoken question, are we moving the needle.

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<v Speaker 2>Here's an example of how to phrase it. Weekly Win

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<v Speaker 2>number one completed phase one of the software rollout. This

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<v Speaker 2>keeps us on track for the full launch by August

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<v Speaker 2>fifteenth and reduces current system down time by forty percent.

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<v Speaker 2>Not only are you showing the win, but you're also

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<v Speaker 2>linking it to outcomes, and that's leadership thinking. Part two

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<v Speaker 2>of the leadership signal Progress on Priorities, status updates on

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<v Speaker 2>your top three initiatives? What are the top three things

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<v Speaker 2>you're responsible for that have long term impact? Those should

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<v Speaker 2>always be in this section. Even if nothing moved this week,

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<v Speaker 2>you still write that because it shows consistency and keeps

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<v Speaker 2>your boss aware of what's on your radar. Make it

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<v Speaker 2>simple bullet points something like status is either on track, delayed,

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<v Speaker 2>or ahead of skale and add a short sentence with

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<v Speaker 2>context so it would be priority improve employee retention program

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<v Speaker 2>status on track held first focus group with field staff

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<v Speaker 2>got seven action items to reduce burnout HR reviewing this Monday.

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<v Speaker 2>This tells your boss, I've got my eyes on the

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<v Speaker 2>big picture, not just the daily fire drills. The third

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<v Speaker 2>section is for challenges and solutions. This is one or

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<v Speaker 2>two roadblocks plus your plan to fix them. Here's where

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<v Speaker 2>most people mess up. They dump problems on their boss

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<v Speaker 2>and then they just sit back. You're not doing that.

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<v Speaker 2>You're identifying one or two roadblocks that matter, and then

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<v Speaker 2>here's the key you offer your solution. You're not saying

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<v Speaker 2>we're short staffed. You're saying we're short staffed and I'm

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<v Speaker 2>adjusting the weekly schedule and offering a fifty dollars bonus

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<v Speaker 2>to anyone who picks up a shift. Here's the early

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<v Speaker 2>response that flips the whole energy. Your boss doesn't see

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<v Speaker 2>you as a complainer. They see you as someone who

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<v Speaker 2>handles business. The fourth section is support needed specific asks

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<v Speaker 2>with clear context and timelines. This is where you earn

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<v Speaker 2>the right to ask for what you need. If you've

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<v Speaker 2>been tracking wins, showing progress and solving problems, then this

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<v Speaker 2>part is easy. Now you make your ask one to

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<v Speaker 2>two things max clear, specific deadline attached to it, so

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<v Speaker 2>the sample would be support. Ask need approval to purchase

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<v Speaker 2>new cardiac monitors by Friday to secure fifteen percent vendor

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<v Speaker 2>discount already reviewed with finance support Ask requesting thirty minutes

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<v Speaker 2>on your calendar next week to align on Q three

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<v Speaker 2>strategical something like that. This makes it easy for your

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<v Speaker 2>boss to say yes or ask the right questions. It

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<v Speaker 2>builds a rhythm of support, not micromanagement. And the last

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<v Speaker 2>section of the leadership signal is looking ahead and this

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<v Speaker 2>is what's coming next week that matters. This final section

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<v Speaker 2>shows foresight. You're not just reacting, you're thinking ahead. What's

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<v Speaker 2>coming down the pipe next week that your boss needs

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<v Speaker 2>to know. It could be a site visit, a hiring decision,

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<v Speaker 2>a budget deadline, or a moment where you'll need back up.

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<v Speaker 2>Keep it short and tight. Just signal what's coming and

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<v Speaker 2>what the potential risk or opportunity is. And it might

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<v Speaker 2>sound something like this looking ahead meeting with union reps Wednesday,

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<v Speaker 2>new shift model legal NHR looped in will update you

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<v Speaker 2>immediately after something just that simple and to the point.

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<v Speaker 2>So now let's zoom out. If you do this weekly,

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<v Speaker 2>every Friday or Monday, you're building a leadership rhythm. Your

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<v Speaker 2>boss will start trusting you more, communicating with you more.

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<v Speaker 2>And when it comes time for promotions, funding or expanded authority,

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<v Speaker 2>guess who's at the top of that list. Not the

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<v Speaker 2>person who disappears for three weeks and only shows up

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<v Speaker 2>with problems, It's you, because you have been signaling leadership.

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<v Speaker 2>So this is the kind of communication that says I'm

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<v Speaker 2>not just managing tasks, I'm owning outcomes. And the cool part,

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<v Speaker 2>it takes less than ten minutes to write. Once you

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<v Speaker 2>get in the habit and build the template, you can

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<v Speaker 2>do it in a bulleted email, a one page PDF,

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<v Speaker 2>even a recorded voice memo if your boss prefers that format.

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<v Speaker 2>It's not about style, it's about clarity, consistency, and accountability.

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<v Speaker 2>So starting this week, make the time to write your

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<v Speaker 2>first leadership signal, and every week after that, refine it,

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<v Speaker 2>tailor it, and hit send. Because great leaders don't make

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<v Speaker 2>their boss's guests. They make them confident. This has been

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<v Speaker 2>the seven minute leadership podcast, and I thank you for listening.

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<v Speaker 1>For more Paul fell of Alito Podcasts, visit paulfellowalito dot

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<v Speaker 1>com