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<v Speaker 1>Hey, this is Chris with Ackning your leadership. On today's

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<v Speaker 1>discussion on employee engagement. I want to talk about some

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<v Speaker 1>of the things that are important to leaders when leading

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<v Speaker 1>in times of uncertainty, and how that can really impact

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<v Speaker 1>the way that your employees not just engage in the

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<v Speaker 1>work they're supposed to be doing, but in how they

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<v Speaker 1>process and adapt to whatever the changing environment is, or

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<v Speaker 1>whatever the change of processes or the uncertainty that they're experiencing.

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<v Speaker 1>There's a thing that happened to me recently when I

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<v Speaker 1>was in a meeting and I had been with a

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<v Speaker 1>person who was a leader of a team a few

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<v Speaker 1>different times over the course of a couple of weeks,

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<v Speaker 1>and there was something that they said in this meeting

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<v Speaker 1>that seemed like it was word for word what they

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<v Speaker 1>had said in a previous meeting. And my kind of

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<v Speaker 1>kneejerk reaction to that was to think, like, why are

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<v Speaker 1>you're repeating the exact same thing again? Like these are

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<v Speaker 1>the same people, the same team that you were with

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<v Speaker 1>before you're with now, and you're saying the exact same

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<v Speaker 1>thing again, and it sounds almost like you're repeating a script. Now,

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<v Speaker 1>there are right and wrong ways to do this, and

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<v Speaker 1>if it sounds like a script, then it can come

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<v Speaker 1>off as insincere. But the idea of repeating something that

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<v Speaker 1>is important, if it's a priority to the organization or

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<v Speaker 1>to your team, the idea of repeating it often to people,

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<v Speaker 1>even if they have already heard it several times, that

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<v Speaker 1>is an actual tactic that leaders can use in order

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<v Speaker 1>to make people feel more comfortable and more accepting over

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<v Speaker 1>time of that change, of that uncertainty. And I don't

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<v Speaker 1>want to discount the importance of it because I think

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<v Speaker 1>a lot of times leaders think, oh, I've said this already,

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<v Speaker 1>I don't need to say it again, and likely that's

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<v Speaker 1>not the case.

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<v Speaker 2>Yeah, no, it's so true. It's kind of like a

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<v Speaker 2>major part of leadership many times is realizing that you

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<v Speaker 2>do have to say the same things over and over

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<v Speaker 2>and over again. Because it's not that it's not that

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<v Speaker 2>it's out of laziness. I think that there's an element

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<v Speaker 2>of being super clear and helping people to have an

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<v Speaker 2>understanding of what the strategy is or what the vision is,

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<v Speaker 2>or what you want to share, what you want them

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<v Speaker 2>to think about. And there's been many times in my

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<v Speaker 2>career where I felt the same way it's like, man like,

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<v Speaker 2>I feel like I keep saying the same thing, and

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<v Speaker 2>then it happens, and then and then somebody pulls you

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<v Speaker 2>aside or somebody says something. They go, you know, you know,

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<v Speaker 2>you say this thing all the time, and it's always

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<v Speaker 2>a reminder to kind of be focused, and they're like, okay,

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<v Speaker 2>Like there's a payoff to this to a degree. When

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<v Speaker 2>people remember it, they understand it, it's clear to them

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<v Speaker 2>they've got it down and now they have kind of

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<v Speaker 2>built upon it in like their own way and their

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<v Speaker 2>own words. But I think it's you know, it is

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<v Speaker 2>it can be if you're in the audience and you've

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<v Speaker 2>been to your point in those meetings or done those

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<v Speaker 2>things and heard that person feel like, man like, I've

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<v Speaker 2>heard this before. I've heard this many times before. I

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<v Speaker 2>can understand that aspect of it. But I also believe

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<v Speaker 2>that when you've heard it that many times or more

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<v Speaker 2>than a few times, where it sticks out to you,

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<v Speaker 2>it does mean that you're really paying attention. It does

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<v Speaker 2>mean that you've heard this it's locked somewhere in your

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<v Speaker 2>brain that you're able to reference the exact you know,

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<v Speaker 2>words that are happening with what you're hearing now, and

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<v Speaker 2>I think that speaks a little bit to why it's

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<v Speaker 2>done and why it's necessary in a lot of cases.

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<v Speaker 2>I also think when you're when you're leading leaders and

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<v Speaker 2>we talk about it all the time as well, like

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<v Speaker 2>you you have to have a really clear platform of

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<v Speaker 2>your leadership. You've got to be very predictable and what

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<v Speaker 2>you're going to do and how you're going to react

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<v Speaker 2>to things and what's going to happen. And I think

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<v Speaker 2>a part of that is that people are like, well,

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<v Speaker 2>I know what he's going to say because he says

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<v Speaker 2>that all the time, or like I, you know, I

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<v Speaker 2>know how he's going to react because there's just a

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<v Speaker 2>way in which he will take that information and asks,

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<v Speaker 2>if it, questions about it. Kind of like you're building this, uh,

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<v Speaker 2>you know, feeling of confidence in how you're going to

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<v Speaker 2>lead your people by them actually kind of knowing what

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<v Speaker 2>you'd say because they've heard it enough times or they've

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<v Speaker 2>experienced the process enough times. In its while repetitive, it's consistent,

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<v Speaker 2>and I think that is something that's really important piece

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<v Speaker 2>of leadership.

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<v Speaker 1>Yeah, I agree with you completely. I think that there's

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<v Speaker 1>there's something that our brains do when we are about

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<v Speaker 1>to process information, and a little switch is flipped depending

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<v Speaker 1>on if we're processing brand new information or information that

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<v Speaker 1>we've heard before. And so like you know, the first

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<v Speaker 1>time you hear something, maybe you don't remember it fully,

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<v Speaker 1>but it gets filed away somewhere because because you may

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<v Speaker 1>not ever be able to repeat it again. But the

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<v Speaker 1>next time somebody says it the exact same thing you've

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<v Speaker 1>heard before, there is a part of you that says,

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<v Speaker 1>I've heard this before. Like you, it's just it's an

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<v Speaker 1>instant recollection and that you've heard this before. And there's

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<v Speaker 1>something that I think that our brains do in those

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<v Speaker 1>moments when we switch from I need to be ready

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<v Speaker 1>for new information coming in two I can devote resources

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<v Speaker 1>to processing the information that I've already received, because it's

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<v Speaker 1>hard to process information while you're receiving new information. Right,

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<v Speaker 1>So it's like you have a leader. You're throwing things

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<v Speaker 1>at the team, like you have this to remember, and

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<v Speaker 1>this to remember. This is the priority. That's the priority.

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<v Speaker 1>All all these things are being thrown at the team,

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<v Speaker 1>and as long as new things are coming, they've filed

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<v Speaker 1>away the things you've already sent them, and they're in

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<v Speaker 1>the back of their head, but there's no way for

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<v Speaker 1>them to take the time to actually process what that means,

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<v Speaker 1>or to put things into action, or or sometimes even

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<v Speaker 1>recall them if they're in the the kind of the

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<v Speaker 1>mode of I'm processing new information here, I need I need,

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<v Speaker 1>I need to be able to receive more information because

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<v Speaker 1>they need to be a catch all at first. But

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<v Speaker 1>once you start to hear the same things over and

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<v Speaker 1>over again, once your brain starts to hear in a

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<v Speaker 1>meeting with your leader that you've been in, you know,

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<v Speaker 1>every week for the last you know, the entire quarter,

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<v Speaker 1>and you're hearing the exact same priorities again, there's something

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<v Speaker 1>that happens where we say, okay, nothing new is coming.

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<v Speaker 1>Now I can devote these resources to actually doing the

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<v Speaker 1>things that I've been told. It's it's time to time

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<v Speaker 1>to put these these materials that I've been thrown It's

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<v Speaker 1>time to build a house out of them, you know,

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<v Speaker 1>is opposed to just making sure they're not gonna hit

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<v Speaker 1>me in the head as they're being thrown at me.

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<v Speaker 1>And and there's a there's a there's a big difference

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<v Speaker 1>in how that leads to a higher level of engagement

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<v Speaker 1>of employees versus if you just you know, assume that

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<v Speaker 1>you know something stuck because you said at one time,

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<v Speaker 1>and you send them an email and then you you know,

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<v Speaker 1>want to move on because you don't want to sound repetitive,

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<v Speaker 1>because some leaders feel like if they sound repetitive, that

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<v Speaker 1>it sounds cooked or or like it's you know, like

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<v Speaker 1>it's a script, uh, and like a lack of authenticity.

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<v Speaker 1>But but that's not necessarily the case. So I want

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<v Speaker 1>to go over some of the things you can do

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<v Speaker 1>is a leader to make sure that this is happening

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<v Speaker 1>the right way and that you don't sound inauthentic, but

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<v Speaker 1>that you also kind of harness the power of what

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<v Speaker 1>repetition does for you. But first, let's give it up

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<v Speaker 1>toward point of our sponsors. All Right, if you're a

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<v Speaker 1>leader of people and you're trying to make sure that

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<v Speaker 1>you can harness the power of what repetition does without

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<v Speaker 1>losing the authenticity that you have and not sounding like

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<v Speaker 1>a robot just repeating the same things over and over again.

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<v Speaker 1>The goal is to have the high level clear priorities

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<v Speaker 1>and repeat them often to people so that those sound

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<v Speaker 1>exactly the same all the time, so there's no difference

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<v Speaker 1>in how they come out of your mouth, and your

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<v Speaker 1>people don't hear different things or interpret things differently depending

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<v Speaker 1>on what meeting they happen to be in with you.

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<v Speaker 1>It's the literally the exact same thing that is at

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<v Speaker 1>the high level kind of bullet point. What needs to

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<v Speaker 1>change is how you have conversations about those things with

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<v Speaker 1>the people in the room, and so you start with

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<v Speaker 1>the bullet pointed priorities, and then you can dig into

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<v Speaker 1>what that means to each person and get their perspective

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<v Speaker 1>on it, because having people engage with you in the

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<v Speaker 1>conversation around what those priorities are is more likely to

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<v Speaker 1>get them to have it stick with them individually, and

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<v Speaker 1>they might hear something in the room from somebody else

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<v Speaker 1>they haven't heard before as a new way of processing it,

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<v Speaker 1>and that might be the thing that causes them to think, oh,

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<v Speaker 1>you know, this is how I can engage with this,

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<v Speaker 1>or this is how I can contribute or participate, Whereas

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<v Speaker 1>if it's just coming from you at the top, it

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<v Speaker 1>can just sound like a robot kind of regurgitating the

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<v Speaker 1>same script over and over again. So your words as

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<v Speaker 1>a leader really shouldn't change much when it comes to

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<v Speaker 1>repeating the priorities, because any change at all will cause

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<v Speaker 1>your people to think, Okay, there's subtle differences here from

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<v Speaker 1>what I heard before. You don't want there to be

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<v Speaker 1>that case. You want there to be no differences. But

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<v Speaker 1>then how you ask your people to engage with you,

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<v Speaker 1>that's where the change can happen. That allows them to

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<v Speaker 1>kind of hear it in a different way without you

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<v Speaker 1>compromising the steadfastness of the repetition you're trying to kind

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<v Speaker 1>of harness.

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<v Speaker 2>Yeah, I would say too, Like it's funny because we

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<v Speaker 2>tend to want to think about these things like this,

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<v Speaker 2>like in like large, big corporate world where it's just like, oh,

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<v Speaker 2>the you know, the leaders or the priorities or the whatever,

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<v Speaker 2>the objectives are being repeated over and over again, and

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<v Speaker 2>that's just how corporate world works. Well, I can tell

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<v Speaker 2>you right now, I've got some friends that are entrepreneurs

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<v Speaker 2>that own small businesses, that have scaled small businesses, and

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<v Speaker 2>you know what, they do exactly the same thing, because

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<v Speaker 2>they're trying to build an element of culture. They're trying

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<v Speaker 2>to build an element of clear alignment on how you

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<v Speaker 2>think as an entrepreneur, so that you can have people

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<v Speaker 2>that think in a very different way. But in a

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<v Speaker 2>way that you need them to. They build sopsy you know,

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<v Speaker 2>they have things that they do when they talk to

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<v Speaker 2>their teams and they expand their businesses where it's like

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<v Speaker 2>this is this way for this reason, and this is

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<v Speaker 2>why we use this language, and this is why we

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<v Speaker 2>do these things this way. So again, like there is

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<v Speaker 2>a magic in repetition. And if you really think about

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<v Speaker 2>any of your favorite books that you've read from a

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<v Speaker 2>your ship standpoint, any of your favorite Ted talks that

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<v Speaker 2>you've watched, quotes that you've seen, I guarantee you you

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<v Speaker 2>haven't just watched them once or listened to them once

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<v Speaker 2>or read them once. You've gone back to them over

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<v Speaker 2>and over and over and over again. Because there's an

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<v Speaker 2>element of refreshing yourself with the words on a page

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<v Speaker 2>or the words that were spoken or whatever that it

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<v Speaker 2>helps to lock in and have you think about what's

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<v Speaker 2>being said and kind of dissect it that way. So again,

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<v Speaker 2>like there is a major element of this that is

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<v Speaker 2>that we do for ourselves. That it happens, you know,

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<v Speaker 2>in all sizes of business. And while you could sit

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<v Speaker 2>there and I've been guilty as charged with this and

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<v Speaker 2>be like I've heard this four million times now right,

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<v Speaker 2>I could probably repeat it and then you go, oh,

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<v Speaker 2>wait a minute, that's actually what they want me to do,

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<v Speaker 2>is like that makes sense, that's the point, right, Like

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<v Speaker 2>you're like oh okay, Like yeah, like it is something

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<v Speaker 2>that you and I love that you kind of highlighted this,

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<v Speaker 2>Like you have to do this if you're trying to

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<v Speaker 2>create real clear alignment with your team, and you're to

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<v Speaker 2>make sure that the message is clear and it doesn't

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<v Speaker 2>vary from the words that are really supposed to be

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<v Speaker 2>there for the message, allow the dialogue to vary and

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<v Speaker 2>the conversation what does it mean to you? How do

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<v Speaker 2>you connect with this? But the things really have to

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<v Speaker 2>be very very consistent.

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<v Speaker 1>Right for sure, Like this is this is often positioned

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<v Speaker 1>to leaders as what is necessary in times of uncertainty.

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<v Speaker 1>But if you think about it, if you know the

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<v Speaker 1>example you gave, you said, you you know entrepreneurs who

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<v Speaker 1>have scaled small businesses, there's nothing more uncertain than that, right, Like,

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<v Speaker 1>uncertainty doesn't have to be new uncertainty. It doesn't have

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<v Speaker 1>to be like, oh, everything was great, everything was stable,

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<v Speaker 1>everything was certain, and then something happened and now things

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<v Speaker 1>are uncertain, and now we have to react to it

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<v Speaker 1>and make sure people are aligned. Like that's the kind

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<v Speaker 1>of uncertainty that I think when when you when you

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<v Speaker 1>talk about leading in times of uncertainty, but uncertainty comes

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<v Speaker 1>from just leading in a place where you've never done before.

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<v Speaker 1>So if you're scaling a small business, or if you're

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<v Speaker 1>growing a business, or if you're you know, beating a

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<v Speaker 1>team that is brand new to you or have new

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<v Speaker 1>people on it, that's a lot of uncertainty too, because

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<v Speaker 1>you're uncertainty is literally just leading with a in an

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<v Speaker 1>environment where you cannot predict what people will do and

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<v Speaker 1>what the outcomes are. And that doesn't have to be

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<v Speaker 1>something that is like kind of like newly thrust in

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<v Speaker 1>your in your lap to deal with it. Could just

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<v Speaker 1>be the nature of the of the business. When you're

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<v Speaker 1>developing an sop, the whole point of doing it is

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<v Speaker 1>because repetition gets you better at doing it. And if

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<v Speaker 1>you if you wake up every day and go, well,

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<v Speaker 1>I have thirty things to do today, let's just like

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<v Speaker 1>you know, randomly pick one out of a bag and

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<v Speaker 1>do that. You know, no like getting into a routine

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<v Speaker 1>where the thirty things you have to do that day

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<v Speaker 1>get done. Every day in the exact same order where

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<v Speaker 1>you where you leave space to be able to change

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<v Speaker 1>up the order a little bit if you find ways

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<v Speaker 1>of tweaking it, or if external factors kind of force

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<v Speaker 1>you to do things in a different way. But in general,

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<v Speaker 1>doing things in a routine or the exact same way

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<v Speaker 1>over and over and over again is the only way,

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<v Speaker 1>or at least the best way to get good at

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<v Speaker 1>doing them well. And if you want your people to

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<v Speaker 1>maintain the information that you're giving them and be able

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<v Speaker 1>to react to that information in a way that is

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<v Speaker 1>productive and to where they're not just kind of hoping

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<v Speaker 1>they get it right, the way to do that is

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<v Speaker 1>to create a sense of confidence and stability in what

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<v Speaker 1>they are hearing from you on that message. And the

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<v Speaker 1>only way that's possible is for that repetition to keep

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<v Speaker 1>saying the same things over and over and over again,

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<v Speaker 1>even if you're cringing saying it. There are ways to

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<v Speaker 1>do it right, and there are ways to do it wrong,

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<v Speaker 1>but trying to change it up to have a different message,

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<v Speaker 1>because you don't want to say the same thing over

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<v Speaker 1>and over again, you're actually hurting your abilities as a

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<v Speaker 1>leader when you're doing that. Embrace that repetition and what

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<v Speaker 1>the payoff is from your team when it comes to

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<v Speaker 1>that repetition, and I think that you'll kind of see

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<v Speaker 1>the value in doing it rather than just kind of

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<v Speaker 1>thinking that you sound like a robot. Thank you for

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<v Speaker 1>joining us on this SEP episode on employe Engagement. We'll

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<v Speaker 1>see you next Thursday for the next month. You have

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<v Speaker 1>a great day.