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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 GOLA giving.

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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 Fellavledo.

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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 seven point thirty one. Today we're talking about

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<v Speaker 2>two kinds of teams, the kind that rise and the

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<v Speaker 2>kind that wait. And here's the thing. Both types of

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<v Speaker 2>teams can be filled with talented, smart, hardworking people. Both

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<v Speaker 2>can have good intentions. Both might even say the right

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<v Speaker 2>things in a meeting. But when something happens, when a

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<v Speaker 2>challenge shows up, when a decision needs to be made,

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<v Speaker 2>when the ground shifts under their feet, those two teams

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<v Speaker 2>respond in completely different ways. So let's talk about what

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<v Speaker 2>actually separates them. Teams that wait are always looking for permission.

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<v Speaker 2>They're waiting for the leader to tell them what to

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<v Speaker 2>do next. They're waiting for more information before they act.

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<v Speaker 2>They're waiting for the perfect moment, the perfect plan, the

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<v Speaker 2>perfect set of conditions. And I'll tell you what, the

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<v Speaker 2>moment almost never comes, so they wait even more. Now.

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<v Speaker 2>I want to be careful here, because waiting isn't always

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<v Speaker 2>the wrong move. Sometimes patience is exactly what a situation

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<v Speaker 2>calls for. But there's a difference between strategic patience and

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<v Speaker 2>habitual hesitation. Teams that wait have turned hesitation into a

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<v Speaker 2>default setting. It's their first response to almost everything uncertain.

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<v Speaker 2>Teams that rise, their default setting is momentum, not reckless,

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<v Speaker 2>not chaos, but they have a bias towards action. When

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<v Speaker 2>something is unclear, they take one step forward to get

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<v Speaker 2>more clarity. When something breaks, they start solving before they

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<v Speaker 2>finish complaining. When they don't have all the answers, they

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<v Speaker 2>go find some. Now here's a question worth sitting with.

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<v Speaker 2>Is your team waiting because of who they are or

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<v Speaker 2>because of what you've trained them to do. That's not

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<v Speaker 2>a comfortable question, but it's an honest one because a

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<v Speaker 2>lot of leaders, without realizing it, build cultures of waiting.

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<v Speaker 2>They want to be the decision maker, they want to

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<v Speaker 2>be in the loop on everything. They jump in and

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<v Speaker 2>solve problems before the team gets a real chance to

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<v Speaker 2>wrestle with them, and slowly, over time, the team learns

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<v Speaker 2>don't bother figuring it out, the boss will handle it,

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<v Speaker 2>so they stop trying and they wait. If you're the

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<v Speaker 2>kind of leader who wonders why your team isn't more productive,

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<v Speaker 2>more independent, more driven. Take a look at how you

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<v Speaker 2>respond when they take initiative. Do you celebrate it even

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<v Speaker 2>when it's messy, or do you quietly correct it and

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<v Speaker 2>take back control. Teams learn what you reward. Teams become

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<v Speaker 2>what you reinforce. Teams that rise are also built on

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<v Speaker 2>something that doesn't get talked about enough, and that's psychological safety.

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<v Speaker 2>That just means people feel safe enough to speak up,

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<v Speaker 2>take a swing, make a mistake, and not get destroyed

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<v Speaker 2>for it. When people are afraid of being wrong, they

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<v Speaker 2>play it safe. And playing it safe looks an awful

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<v Speaker 2>lot like waiting to me. But when people trust that

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<v Speaker 2>their leader has their back, when they know that a

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<v Speaker 2>failed attempt won't cost them their reputation, they move, They

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<v Speaker 2>try things. They bring ideas to the table instead of

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<v Speaker 2>keeping them to themselves in the parking lot after the meeting. Building.

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<v Speaker 2>That kind of safety isn't complicated, but it does require consistency.

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<v Speaker 2>You have to respond the same way on a bad

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<v Speaker 2>day as you do on a good one. You have

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<v Speaker 2>to say, good, try what did we learn more than

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<v Speaker 2>you say I told you so? And you have to

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<v Speaker 2>model it yourself, be willing to be wrong out loud

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<v Speaker 2>in front of your team. And there's one more thing

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<v Speaker 2>that separates teams that rise from teams that wait in

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<v Speaker 2>its clarity. Teams that wait are often waiting because they

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<v Speaker 2>genuinely don't know what matters most. They have tasks, they

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<v Speaker 2>have meetings, they have a to do list that's a

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<v Speaker 2>mile long, but they don't have a clear picture of

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<v Speaker 2>what success looks like, what the priorities are, or how

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<v Speaker 2>their work connects to anything bigger than the task in

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<v Speaker 2>front of them. Teams that rise know where they're going,

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<v Speaker 2>not because the path is perfectly lit, but because the

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<v Speaker 2>destination is clear enough that they can navigate even when

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<v Speaker 2>conditions change. As a leader, it's your job to provide

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<v Speaker 2>that clarity, not once in an all hands meeting and

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<v Speaker 2>never again, but consistently repeatedly, in different ways at different times.

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<v Speaker 2>People need to hear the vision more than you think

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<v Speaker 2>they do, and when things shift, they need you to

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<v Speaker 2>re anchor them. Clarity gives people the confidence to move.

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<v Speaker 2>Confusion is what makes them freeze. So let me bring

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<v Speaker 2>this together for you. If you want a team that rises,

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<v Speaker 2>you need to stop being the lid on their potential,

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<v Speaker 2>give them room to act. Reward initiative, even imperfect initiative.

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<v Speaker 2>Build an environment where it's safe to try and safe

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<v Speaker 2>to fail, and make sure they know with confidence where

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<v Speaker 2>you're all headed together. The difference between a team that

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<v Speaker 2>rises and a team that waits usually is not talent.

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<v Speaker 2>It isn't resources, it isn't even opportunity. It's leadership. So

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<v Speaker 2>the teams that change industries, that outlast competitors, the people

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<v Speaker 2>genuinely love being part of those teams were not born

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<v Speaker 2>that way. They were led that way, and that leader

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<v Speaker 2>could be you start this week, pick one thing from

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<v Speaker 2>today and put put it into practice, create some clarity,

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<v Speaker 2>give someone room to lead, or simply respond to a

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<v Speaker 2>mistake with curiosity instead of frustration. Small moves done consistently

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<v Speaker 2>build teams that rise. This has been the seven Minute

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<v Speaker 2>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