WEBVTT 1 00:00:01.080 --> 00:00:03.680 Welcome to Hacking Your Leadership. I'm Chris and I'm Lorenzo. 2 00:00:03.759 --> 00:00:04.280 And Lorenzo. 3 00:00:04.320 --> 00:00:07.040 On today's episode, I want to continue our discussion on 4 00:00:07.280 --> 00:00:11.400 the Forbes article from the Coaches Council. This is advice 5 00:00:11.480 --> 00:00:13.919 that coaches would give to their younger selves. We've been 6 00:00:13.919 --> 00:00:16.960 talking about this for a few weeks now, and there's 7 00:00:16.960 --> 00:00:19.399 a lot of good content in this article and a 8 00:00:19.440 --> 00:00:22.679 lot of great advice that coaches that really do this 9 00:00:22.719 --> 00:00:24.760 for a living, if they go back in time and 10 00:00:24.800 --> 00:00:27.239 say to their younger selves, hey, make sure you do 11 00:00:27.320 --> 00:00:30.000 these things too. This is the list of advice that 12 00:00:30.000 --> 00:00:32.759 they would give themselves, and it's put together by a 13 00:00:32.759 --> 00:00:35.359 lot of people who are, you know, kind of really 14 00:00:35.399 --> 00:00:38.520 top of their field when it comes to the game 15 00:00:38.560 --> 00:00:42.359 of coaching, which is becoming more and more important from 16 00:00:42.399 --> 00:00:45.119 a standpoint of whether or not you're an effective leader. 17 00:00:45.640 --> 00:00:47.039 A lot of that comes down to whether or not 18 00:00:47.039 --> 00:00:49.799 you're an effective coach. On this episode, I want to 19 00:00:49.840 --> 00:00:53.240 talk about the second to last item in this article, 20 00:00:53.560 --> 00:00:56.759 which is about trusting yourself and trusting your instincts. And 21 00:00:57.039 --> 00:00:59.719 you know, this is an interesting one because you know, 22 00:00:59.799 --> 00:01:04.719 I've come across people who, you know, they they trust 23 00:01:04.760 --> 00:01:07.280 themselves so much and their instincts so much that they 24 00:01:07.359 --> 00:01:09.840 stop listening to those around them, and it kind of 25 00:01:09.840 --> 00:01:12.079 steers them in the wrong direction because they, you know, 26 00:01:12.200 --> 00:01:15.200 haven't really taken the advice of those who are experts 27 00:01:15.239 --> 00:01:18.719 in their field. But for every one of those people, 28 00:01:19.079 --> 00:01:24.159 there are many more people who, for whatever reason, they 29 00:01:24.359 --> 00:01:27.640 just don't want to move forward with something they know 30 00:01:28.120 --> 00:01:30.400 kind of is the right way to go. They have 31 00:01:30.480 --> 00:01:34.079 the instincts, they have the knowledge and the know how 32 00:01:34.200 --> 00:01:36.799 to get something done, and they just don't move forward 33 00:01:36.840 --> 00:01:38.480 with it. It's almost like they have to have a 34 00:01:38.519 --> 00:01:42.640 fire lit underneath them to make something happen. And those 35 00:01:42.640 --> 00:01:45.760 are the people that don't trust themselves or trust their instincts. 36 00:01:46.159 --> 00:01:48.120 I think as you move further along in a career, 37 00:01:48.879 --> 00:01:52.359 you know, you you gain knowledge. And a lot of 38 00:01:52.400 --> 00:01:55.640 times people can be in a situation where they have 39 00:01:55.719 --> 00:01:57.480 the knowledge and they have the skills and they have 40 00:01:57.560 --> 00:02:00.280 the abilities, but for some reason they just don't think 41 00:02:00.319 --> 00:02:04.159 they do and that caused them to. 42 00:02:03.000 --> 00:02:05.079 To not move forward when they should. Yeah. 43 00:02:05.280 --> 00:02:07.599 I think it's you know, it's interesting because I see 44 00:02:07.640 --> 00:02:11.000 it pretty often and not not in like not in 45 00:02:11.120 --> 00:02:14.439 like this big idea of leaders that take no action 46 00:02:14.560 --> 00:02:18.400 at all. But like the leaders that may like I 47 00:02:18.439 --> 00:02:20.800 look at sometimes as like second guessing or they're they're 48 00:02:20.840 --> 00:02:25.000 not sure, they're looking sometimes for validation on a decision 49 00:02:25.159 --> 00:02:29.240 or permission to make a decision. When but when you 50 00:02:29.280 --> 00:02:32.360 start asking questions, they give you all the right answers 51 00:02:32.400 --> 00:02:34.520 and they've thought about all the right things, and they're 52 00:02:34.560 --> 00:02:36.960 down this path of like that's exactly what you should do. 53 00:02:37.400 --> 00:02:39.479 Your intuition is telling you that. And you know, I 54 00:02:39.719 --> 00:02:43.400 think that intuition is based upon experience over time, So 55 00:02:43.439 --> 00:02:47.039 it's like you experience these things and then over time 56 00:02:47.080 --> 00:02:48.680 you kind of understand what the right move is that 57 00:02:48.680 --> 00:02:49.240 you need to make. 58 00:02:49.240 --> 00:02:49.479 There. 59 00:02:49.800 --> 00:02:54.400 I think sometimes this this kind of gets tossed around 60 00:02:54.639 --> 00:02:59.120 into like imposter syndrome, and I think that these are 61 00:02:59.439 --> 00:03:03.240 different things, like like I don't, I don't I've experienced 62 00:03:03.240 --> 00:03:06.159 imposter syndrome. You've experienced imposter syndrome. I think there's times 63 00:03:06.199 --> 00:03:08.560 when we all do. But when it comes to like 64 00:03:08.960 --> 00:03:12.400 the context of a role that you have responsibilities that 65 00:03:12.439 --> 00:03:15.800 you have you are either the decision maker or a 66 00:03:15.800 --> 00:03:19.840 big part of making a decision, and then not maybe 67 00:03:19.919 --> 00:03:23.240 you know, taking the action to make that decision, there's 68 00:03:23.280 --> 00:03:26.080 something else at play there, and that's in my opinion, 69 00:03:26.120 --> 00:03:29.120 it's like it's not it's not the imposter syndrome piece 70 00:03:29.159 --> 00:03:32.159 of this. It is really coming down to, like, you know, 71 00:03:32.280 --> 00:03:36.360 what is slowing people down or stopping them from from 72 00:03:36.439 --> 00:03:39.840 taking action on something. And I think some of this 73 00:03:40.240 --> 00:03:46.479 is is around like the the need to to feel 74 00:03:46.599 --> 00:03:50.280 validated by those around you, the need to check in 75 00:03:50.439 --> 00:03:53.319 on ideas or actions. And I think like in the 76 00:03:53.319 --> 00:03:56.479 context of this article, the idea here is like you 77 00:03:56.560 --> 00:03:59.000 got to just go do the thing, like trust your instinct, 78 00:03:59.039 --> 00:04:02.360 trust your intuition, go do the thing. Because if you 79 00:04:02.479 --> 00:04:05.840 truly believe that, like life is lessons, then you're going 80 00:04:05.879 --> 00:04:07.840 to make a decision in a call and it's gonna 81 00:04:07.840 --> 00:04:09.280 be the right decision call and you'll kind of keep 82 00:04:09.319 --> 00:04:09.680 it moving. 83 00:04:10.080 --> 00:04:11.719 Or you're going to make a decision or call. 84 00:04:11.560 --> 00:04:13.680 Where there either is not the right thing or could 85 00:04:13.719 --> 00:04:17.160 have been done differently or better, but you don't know 86 00:04:17.600 --> 00:04:19.920 that until you go and make that call. If you 87 00:04:19.959 --> 00:04:23.639 get caught up in not taking action or waiting for 88 00:04:23.720 --> 00:04:28.639 others to give you that permission or that that that validation, 89 00:04:29.199 --> 00:04:32.000 then you're going to build that into the way in 90 00:04:32.040 --> 00:04:34.160 which you make decisions. Which is going to slow you 91 00:04:34.240 --> 00:04:35.920 down into the future. 92 00:04:35.959 --> 00:04:37.360 I think that's part of it for sure. 93 00:04:37.800 --> 00:04:41.120 I'm trying to think about the times when I didn't 94 00:04:41.199 --> 00:04:44.920 move forward with a decision when in hindsight I should have. 95 00:04:45.160 --> 00:04:46.959 Like in hindsight, I can look back and think I 96 00:04:47.040 --> 00:04:49.120 knew how to do that, I didn't have to wait 97 00:04:49.160 --> 00:04:52.399 for someone else to jump in or help me. I 98 00:04:52.399 --> 00:04:56.759 think part of it can be, you know, wanting to 99 00:04:57.439 --> 00:05:01.439 you know, not not take on the potent consequences or 100 00:05:01.759 --> 00:05:05.279 you know, take on the burden of the consequences. 101 00:05:04.439 --> 00:05:05.639 Of if I get it wrong. 102 00:05:06.519 --> 00:05:08.920 So it's it's a matter of you know, like if 103 00:05:08.959 --> 00:05:11.399 someone else kind of makes the decision for me and 104 00:05:11.399 --> 00:05:13.480 then it goes wrong, I can blame them. But if 105 00:05:13.560 --> 00:05:15.319 I make the decision it goes wrong, that I have 106 00:05:15.360 --> 00:05:17.480 no one to blame about myself. And we're not talking 107 00:05:17.720 --> 00:05:20.720 you know, life changing decisions here, just not wanting to 108 00:05:20.759 --> 00:05:23.319 look at myself in the mirror and say, yeah, I 109 00:05:23.360 --> 00:05:24.399 got that one wrong. 110 00:05:24.240 --> 00:05:24.399 You know. 111 00:05:24.920 --> 00:05:29.480 And I think I think in a lot of situations 112 00:05:29.519 --> 00:05:34.199 when that's happened to me and I've successfully been able 113 00:05:34.240 --> 00:05:37.560 to kind of you know, pawn off the decision making 114 00:05:37.560 --> 00:05:41.480 process onto somebody else. And then they make the decision 115 00:05:41.720 --> 00:05:43.800 and then we move forward with what. 116 00:05:43.800 --> 00:05:44.720 They want to do. 117 00:05:45.279 --> 00:05:48.920 In my mind, usually it ends with me thinking, well, crap, 118 00:05:48.959 --> 00:05:50.079 that's exactly what I would. 119 00:05:49.879 --> 00:05:50.480 Have done anyway. 120 00:05:50.720 --> 00:05:53.560 And and now I've I've gotten rid of the risk 121 00:05:53.600 --> 00:05:56.040 of making the wrong decision, but I've also gotten rid 122 00:05:56.120 --> 00:06:00.199 of the reward of making the right decision on my own, 123 00:06:00.600 --> 00:06:02.439 you know. And so you know, if you if you, 124 00:06:03.279 --> 00:06:05.920 if you're not wanting to take on the risk of 125 00:06:05.959 --> 00:06:09.920 making the decision from the wrong perspective, you'll also lose 126 00:06:10.000 --> 00:06:12.279 the ability to get the I don't want to say 127 00:06:12.319 --> 00:06:14.839 the credit, but you know, kind of the feather in 128 00:06:14.920 --> 00:06:19.079 the cap of of going through something and coming out 129 00:06:19.079 --> 00:06:21.839 the other side having made the right decision, and then 130 00:06:22.040 --> 00:06:24.959 your peers and your colleagues and your coworkers can kind 131 00:06:24.959 --> 00:06:27.199 of watch how you act. 132 00:06:27.000 --> 00:06:29.959 In the moment and and get something done when there's 133 00:06:30.279 --> 00:06:31.600 you know, a level of ambiguity. 134 00:06:31.920 --> 00:06:34.959 And if you have brought somebody else into the process 135 00:06:35.279 --> 00:06:38.560 to kind of de risk it for yourself, then you know, 136 00:06:38.639 --> 00:06:42.120 you you kind of you eliminate all ability to have 137 00:06:42.240 --> 00:06:45.800 those moments happen, and it's not worth it in the 138 00:06:45.839 --> 00:06:48.680 long term, you know, Like if you can get caught 139 00:06:48.720 --> 00:06:50.319 up in it every once in a while, and that's okay, 140 00:06:50.759 --> 00:06:54.040 But if it becomes your mo you're you're not gonna 141 00:06:54.079 --> 00:06:55.839 do well by yourself when it comes to, you know, 142 00:06:55.879 --> 00:06:56.800 moving up in your career. 143 00:06:57.560 --> 00:07:00.240 Yeah, and not even the credit of the dission. 144 00:07:00.279 --> 00:07:02.319 But I think what I heard what you're talking about 145 00:07:02.319 --> 00:07:06.879 is the confidence that you have gained in the answers right, accolades, just. 146 00:07:06.920 --> 00:07:09.959 You know, the because because it's it's a cycle, you know, 147 00:07:10.079 --> 00:07:11.800 you do it, you do it right, and then you go, oh, 148 00:07:11.839 --> 00:07:13.360 I can do that, and you have more confidence to 149 00:07:13.399 --> 00:07:14.319 do it again the next time. 150 00:07:14.600 --> 00:07:16.759 If you never start, you never get that exactly. 151 00:07:16.839 --> 00:07:19.720 Yeah, And I think that that to me is where 152 00:07:20.360 --> 00:07:25.360 where I've seen you know, tremendous kind of growth and 153 00:07:25.759 --> 00:07:29.839 capability with leaders is like when when when they have 154 00:07:30.120 --> 00:07:31.959 to make that decision when you're when you're a part 155 00:07:31.959 --> 00:07:34.680 of the dialogue as a leader, especially when you're leading leaders, 156 00:07:34.680 --> 00:07:36.839 but to say, like, well, what what do you think here? 157 00:07:37.160 --> 00:07:40.079 Like what do you what are you considering? What might be? 158 00:07:40.160 --> 00:07:42.240 You know, you you ask these curious questions, what might 159 00:07:42.279 --> 00:07:44.120 be the impact of that decision? What would be the 160 00:07:44.160 --> 00:07:45.920 positive things that would happen? What what would be the 161 00:07:45.920 --> 00:07:48.519 negative things that would happen with that? You know, who 162 00:07:48.519 --> 00:07:50.079 have you talked to about this? And you're asking these 163 00:07:50.120 --> 00:07:53.959 curious questions, And again it's not to be like you're 164 00:07:53.959 --> 00:07:55.720 not trying to catch anyone. You're not trying to get 165 00:07:55.759 --> 00:07:58.839 like a gotcha moment. You are simply asking questions to 166 00:07:59.160 --> 00:08:01.680 number one, under stand like their thought processes and make 167 00:08:01.720 --> 00:08:05.720 a decision, but also finding those points where they've made 168 00:08:05.759 --> 00:08:08.680 the right call, they've done that thing, and you can 169 00:08:08.759 --> 00:08:11.759 give them that recognition in the moment and say that 170 00:08:11.879 --> 00:08:13.759 like you know, hey, like okay, so it sounds like 171 00:08:13.759 --> 00:08:15.319 you've really put a lot of thought into this, and 172 00:08:15.360 --> 00:08:17.040 I appreciate that you've thought about a lot of different 173 00:08:17.040 --> 00:08:19.600 angles here, you know, the positives and the negative. So 174 00:08:19.680 --> 00:08:22.720 like what is the call like end of the day, 175 00:08:22.759 --> 00:08:23.800 Like if you had to make a call right now, 176 00:08:23.839 --> 00:08:26.199 what would that call be? And they say, well, this 177 00:08:26.279 --> 00:08:27.720 is what I would do in that And you say, 178 00:08:27.759 --> 00:08:30.439 like that's great. I agree, you've nailed that one perfectly, 179 00:08:30.480 --> 00:08:33.039 Like go go do that thing and guess what we 180 00:08:33.120 --> 00:08:35.639 might learn something here. It might not be the most 181 00:08:35.679 --> 00:08:38.080 perfect call. There might be some things that you've already 182 00:08:38.080 --> 00:08:40.039 talked about that could be a negative impact to this, 183 00:08:40.200 --> 00:08:42.879 but like we're prepared for it, we've thought about it, 184 00:08:42.879 --> 00:08:45.799 we've considered it, but like you're absolutely making the right call, 185 00:08:45.919 --> 00:08:47.960 Like you know, take that step, you know what I'm saying, 186 00:08:48.000 --> 00:08:50.360 And like, the next time we come across something like this, 187 00:08:50.440 --> 00:08:51.519 what I want you to do is come to me 188 00:08:51.879 --> 00:08:54.759 and let me know what decision you made and then 189 00:08:54.799 --> 00:08:56.879 what was the learning you got out of that, whether 190 00:08:56.960 --> 00:08:59.879 it was you know, validation and recognition for right making 191 00:08:59.879 --> 00:09:02.559 it right call, or did you make a call and 192 00:09:02.600 --> 00:09:04.399 then hey, there's something that you had to learn here, 193 00:09:04.519 --> 00:09:06.440 like like you know, bring that to me next time. 194 00:09:06.480 --> 00:09:08.559 So it's kind of like this space of doing that 195 00:09:08.600 --> 00:09:11.799 I think for leaders is really important and for this 196 00:09:11.879 --> 00:09:15.120 to be a topic in this context of things to 197 00:09:15.240 --> 00:09:17.759 like you know, talking to your younger self. What it 198 00:09:17.840 --> 00:09:21.639 tells me is that there's not enough leaders in that 199 00:09:21.919 --> 00:09:25.120 space thinking about how they're building that level of confidence 200 00:09:25.159 --> 00:09:27.480 to then say to then somebody to say, like, I've 201 00:09:27.480 --> 00:09:29.840 got enough confidence now that I know that I can 202 00:09:29.879 --> 00:09:32.639 make these decisions, I can push harder, I can I 203 00:09:32.679 --> 00:09:36.159 can you know I can. I can trust my instincts 204 00:09:36.159 --> 00:09:38.679 and intuition to go do this and if it's not 205 00:09:38.879 --> 00:09:40.759 how I want it to land. I'm gonna at least 206 00:09:40.799 --> 00:09:42.679 learn something from it, but it's not going to be 207 00:09:42.840 --> 00:09:43.840 like endgame. 208 00:09:43.720 --> 00:09:44.159 Right right. 209 00:09:44.240 --> 00:09:46.759 So it's funny you mentioned it in that context because 210 00:09:46.759 --> 00:09:49.519 the verbage in the article says, you are born with 211 00:09:49.600 --> 00:09:52.879 good natural instincts, but society and many workplaces tell you 212 00:09:53.000 --> 00:09:56.559 not to trust yourself, and they're not wrong. Like the 213 00:09:57.360 --> 00:10:01.080 it goes back to childhood and that the times when 214 00:10:01.639 --> 00:10:04.440 when you know, you stop your kids from doing something 215 00:10:04.559 --> 00:10:09.399 dangerous because you don't want them to get hurt, and 216 00:10:09.399 --> 00:10:12.879 and it's a it's a tough kind of balance because 217 00:10:13.279 --> 00:10:15.480 you know, if you if you stop them from running 218 00:10:15.480 --> 00:10:17.399 out in the middle of the street, that's probably a 219 00:10:17.480 --> 00:10:18.919 good thing because the getting. 220 00:10:18.720 --> 00:10:21.279 Hurt part would be pretty catastrophic. 221 00:10:21.679 --> 00:10:24.519 But if you stop them from you know, walking along 222 00:10:25.039 --> 00:10:27.960 you know, a thin little wall where if they fall, 223 00:10:28.000 --> 00:10:29.679 you know, fall off it's a you know, a foot 224 00:10:29.759 --> 00:10:32.559 or two feet to the ground, then maybe that's a 225 00:10:32.559 --> 00:10:34.679 bad instinct to go and try to stop that from happening, 226 00:10:34.679 --> 00:10:38.080 because the worst case scenario is that they fall and 227 00:10:38.120 --> 00:10:41.440 then they injure themselves, you know, you know, not in 228 00:10:41.240 --> 00:10:43.960 a major way, and then they get through it and 229 00:10:44.000 --> 00:10:45.519 you dust off and you put a band aid on 230 00:10:45.600 --> 00:10:48.120 you and you move forward. And you know, from from 231 00:10:48.159 --> 00:10:50.759 the very beginning, we do things. 232 00:10:50.480 --> 00:10:51.519 Like this to people. 233 00:10:51.600 --> 00:10:54.480 We we we tell them not to trust themselves, don't 234 00:10:54.639 --> 00:10:56.679 don't walk along that wall, you'll fall off. 235 00:10:57.080 --> 00:10:58.919 And it's like, well, what if they wouldn't fall off? You 236 00:10:58.960 --> 00:11:01.600 know what? What if instead everything was. 237 00:11:01.559 --> 00:11:05.000 About what what could you do to make sure that 238 00:11:05.159 --> 00:11:09.879 you you you lifted the level of trust and and 239 00:11:09.879 --> 00:11:13.600 and self confidence in things that a person was going 240 00:11:13.639 --> 00:11:16.440 to do. If every interaction was one in the spirit 241 00:11:16.480 --> 00:11:19.639 of lifting that self confidence all the way from childhood 242 00:11:19.679 --> 00:11:22.399 up through school and into the workplace. If you're the 243 00:11:22.679 --> 00:11:25.279 first day of your first job, your your boss has 244 00:11:25.279 --> 00:11:27.600 said to you, yeah, trust trust yourself. I trust you. 245 00:11:27.600 --> 00:11:29.679 You should trust yourself. You were hired for a reason. 246 00:11:30.039 --> 00:11:31.840 Get it done and if it and if it goes wrong, 247 00:11:32.000 --> 00:11:32.919 we'll talk about it together. 248 00:11:32.919 --> 00:11:34.240 But it's not gonna be into the world. We'll get 249 00:11:34.240 --> 00:11:35.120 we'll get through it together. 250 00:11:35.440 --> 00:11:37.399 You know if if if you think about if leaders 251 00:11:37.440 --> 00:11:40.279 across the board, whether it be parents or coaches or 252 00:11:40.320 --> 00:11:46.240 teachers or bosses, operated in that way, it like the 253 00:11:46.320 --> 00:11:48.879 human race would be unstoppable, right like it would just 254 00:11:48.919 --> 00:11:52.519 be the the amount that would get done by people 255 00:11:52.600 --> 00:11:55.039 who have those amazing instincts. 256 00:11:55.360 --> 00:11:58.279 I think, uh, I think people would surprise themselves. 257 00:11:57.919 --> 00:12:00.320 Because a lot of these things are not you know, 258 00:12:00.399 --> 00:12:03.120 you're not trusting yourself because you know, you haven't gone 259 00:12:03.159 --> 00:12:05.879 to school for twenty years and studied something. It's not 260 00:12:05.919 --> 00:12:09.360 trusting instincts from a more basic level of I just 261 00:12:09.519 --> 00:12:12.759 kind of have the life experience and the common sense 262 00:12:12.799 --> 00:12:17.559 to get something done, you know, not necessarily the formality 263 00:12:17.600 --> 00:12:20.320 of education around something. Sometimes those are the things that 264 00:12:20.360 --> 00:12:23.279 matter most that they're getting done, those things that you 265 00:12:23.320 --> 00:12:25.799 didn't have to study for, go to school for for 266 00:12:25.840 --> 00:12:28.519 a long time, but just something that you accumulated through 267 00:12:28.519 --> 00:12:32.480 life experience making those decisions correctly. It's not something that 268 00:12:32.559 --> 00:12:35.519 gets validated unless you actually go through it and do 269 00:12:35.600 --> 00:12:36.840 it and come on the other side. 270 00:12:36.879 --> 00:12:39.120 Now, let me ask you, like, is there a time 271 00:12:39.200 --> 00:12:43.080 you can think of in your career where a leader 272 00:12:43.120 --> 00:12:46.919 did that for you, where a leader helped you to 273 00:12:46.960 --> 00:12:51.200 gain some confidence in a decision that you wanted to 274 00:12:51.200 --> 00:12:53.879 make or needed to make, but maybe you were unsure 275 00:12:53.919 --> 00:12:56.639 of or you know, maybe you went to them for 276 00:12:56.799 --> 00:13:02.159 validation or permission and you know, you walked away with 277 00:13:02.360 --> 00:13:05.320 confidence and clarity on what you needed to go do. 278 00:13:05.480 --> 00:13:05.639 Yeah. 279 00:13:05.679 --> 00:13:05.919 Of course. 280 00:13:05.960 --> 00:13:09.440 The the first job that I had doing where I 281 00:13:09.480 --> 00:13:12.320 was in charge of of of hiring people, of screening 282 00:13:12.360 --> 00:13:16.840 interviews and hiring people, and the my boss at the 283 00:13:16.879 --> 00:13:22.159 time noticed that the the people that I was sending 284 00:13:22.320 --> 00:13:25.480 up like to the next level were all good people 285 00:13:25.639 --> 00:13:28.720 and that there were no no people were being sent 286 00:13:28.799 --> 00:13:32.000 through that that they would have to you know, come 287 00:13:32.080 --> 00:13:34.879 to me later and say, hey, uh, why did that 288 00:13:34.879 --> 00:13:37.399 person get through? Right, Like it was never any of 289 00:13:37.440 --> 00:13:40.159 that for you know, a period of not a long time, 290 00:13:40.200 --> 00:13:41.679 like it was only I'd only been the job a 291 00:13:41.679 --> 00:13:45.440 couple of weeks. And then when I started, you know, 292 00:13:45.519 --> 00:13:49.960 putting people through from like a request standpoint, eventually my 293 00:13:50.000 --> 00:13:51.600 boss came to me and said. 294 00:13:51.559 --> 00:13:53.759 You don't need to you know, screen through me anymore. 295 00:13:53.840 --> 00:13:54.639 Just put them through like. 296 00:13:54.600 --> 00:13:57.000 If you if if you like it, I trust it, 297 00:13:57.120 --> 00:13:59.759 you know, go go put it through. And and that 298 00:13:59.879 --> 00:14:03.240 was a it was a moment where I thought, no, no, 299 00:14:03.279 --> 00:14:05.120 I don't want to do that yet, Like I didn't 300 00:14:05.120 --> 00:14:07.039 say that, but in my mind, I was thinking, no, 301 00:14:07.080 --> 00:14:08.440 I don't want to do that, Like there's a reason 302 00:14:08.480 --> 00:14:10.679 why you were here to kind of make that final 303 00:14:10.720 --> 00:14:14.679 call before a person gets gets put through. And it 304 00:14:14.720 --> 00:14:17.480 was it was his way of saying at the time, Yeah, 305 00:14:17.519 --> 00:14:20.080 I know, it's my final call, but I've noticed a 306 00:14:20.120 --> 00:14:22.240 track record over the period of a few weeks or 307 00:14:22.240 --> 00:14:24.919 a month here, and and it's a good, good enough 308 00:14:24.960 --> 00:14:26.720 track record where I don't I don't feel like I 309 00:14:26.759 --> 00:14:27.679 need to do this anymore. 310 00:14:27.759 --> 00:14:29.120 I feel like you can kind of take this on. 311 00:14:29.799 --> 00:14:33.480 And you know, the first maybe a dozen or so 312 00:14:33.639 --> 00:14:37.480 people that I put through without that kind of approval process, 313 00:14:38.240 --> 00:14:40.240 I was very worried the whole time. I was worried 314 00:14:40.240 --> 00:14:42.159 that that would be the first time that I did 315 00:14:42.200 --> 00:14:44.799 something wrong, that the first person I put through where 316 00:14:44.840 --> 00:14:47.720 I didn't do a good job of screening, and and 317 00:14:47.799 --> 00:14:51.919 that never happened. And you know, the the first time 318 00:14:52.000 --> 00:14:54.519 that you know, I was ever even talked to it 319 00:14:54.519 --> 00:14:56.440 all about a person that got through that shouldn't have 320 00:14:56.480 --> 00:14:59.840 gotten through. It was actually a moment where in my 321 00:15:00.279 --> 00:15:02.360 I was thinking, I don't know if that person should 322 00:15:02.360 --> 00:15:03.759 get through, and I kind of gave him the benefit 323 00:15:03.759 --> 00:15:06.120 of the doubt. And and that was another one of 324 00:15:06.120 --> 00:15:08.840 those moments where in hindsight, I should have trusted my 325 00:15:08.840 --> 00:15:10.840 my natural instinct was to say, no, don't put this 326 00:15:10.879 --> 00:15:13.399 person through. But I gave them the benefit of the doubt, 327 00:15:13.480 --> 00:15:15.679 and I should have trusted myself. I should have said no, 328 00:15:15.960 --> 00:15:18.480 maybe not on this person. So you know, my my 329 00:15:18.600 --> 00:15:22.080 boss had the the you know, kind of the forethought 330 00:15:22.120 --> 00:15:25.320 to put me in charge of the situation, and you know, 331 00:15:25.440 --> 00:15:27.320 my my you know, kind of batting record on. 332 00:15:27.279 --> 00:15:32.039 It was was almost perfect. But but yeah, it helped. 333 00:15:31.799 --> 00:15:34.679 To know that I had his confidence in making those 334 00:15:34.720 --> 00:15:38.320 decisions because after a long enough time, if I had 335 00:15:38.320 --> 00:15:40.759 been putting through people that I were I was one 336 00:15:40.840 --> 00:15:44.799 hundred percent sure were great, and I did get that confidence, 337 00:15:45.039 --> 00:15:49.120 but I never got that reciprocation from him to say, yeah, 338 00:15:49.159 --> 00:15:50.960 go ahead and take it on yourself. If every single 339 00:15:51.000 --> 00:15:55.120 person he was still wanting to screen also, then I 340 00:15:55.360 --> 00:15:58.799 would have eventually kind of lost, you know, kind of 341 00:15:59.440 --> 00:16:02.240 lost pass around the job to begin with, because I'm thinking, 342 00:16:02.240 --> 00:16:05.039 why am I even here if this person's gonna approve 343 00:16:05.080 --> 00:16:08.200 everything else too, And so it's kind of this fine 344 00:16:08.240 --> 00:16:11.799 line between you know, you have to give people the 345 00:16:11.840 --> 00:16:14.799 confidence by putting them in situations where they could possibly fail, 346 00:16:15.639 --> 00:16:18.600 and sometimes force them to do it, because if you 347 00:16:18.639 --> 00:16:21.960 wait too long, then they were ready a long time ago, 348 00:16:22.120 --> 00:16:25.440 and then you maybe have lost the relationship as an employee. Yep. 349 00:16:25.519 --> 00:16:27.799 I love that example. And with that it brings us 350 00:16:27.799 --> 00:16:29.759 to this episodes one minute hack. But first a few 351 00:16:29.759 --> 00:16:30.759 words from our sponsors. 352 00:16:31.759 --> 00:16:33.879 All Right, this episode's one minute hack is about you 353 00:16:33.960 --> 00:16:37.600 as a leader and whether or not you validate your 354 00:16:37.679 --> 00:16:42.399 people's instincts to make decisions on their own, or if 355 00:16:42.440 --> 00:16:45.320 you are validating your people's instincts to come to you 356 00:16:45.480 --> 00:16:49.360 for help as a decision maker. To be a good leader, 357 00:16:49.600 --> 00:16:51.360 you need to empower your people to be able to 358 00:16:51.399 --> 00:16:55.639 make decisions that don't require your involvement, because if your 359 00:16:55.679 --> 00:16:59.360 involvement is required, you are not growing and grooming them 360 00:16:59.360 --> 00:17:01.159 into being or leaders themselves. 361 00:17:01.519 --> 00:17:02.519 You are just kind of. 362 00:17:02.720 --> 00:17:05.680 Growing them into being, you know, compliant employees who will 363 00:17:05.680 --> 00:17:09.039 always need you as a leader. And if that's the 364 00:17:09.640 --> 00:17:11.960 way you go about it, you have to really think about, 365 00:17:12.039 --> 00:17:14.279 you know, who are you in this for and and 366 00:17:14.319 --> 00:17:17.599 what's the ultimate goal here? Is it to you know, 367 00:17:17.680 --> 00:17:20.559 to make yourself indispensable, which means you can't move up, 368 00:17:21.000 --> 00:17:24.599 or is it to grow people underneath you to become 369 00:17:25.160 --> 00:17:26.880 better enough at their job where they. 370 00:17:26.759 --> 00:17:29.039 Can take over your role? And help you move up 371 00:17:29.039 --> 00:17:29.839 in your career too. 372 00:17:30.319 --> 00:17:32.920 And so if you if your people are coming to you, 373 00:17:33.759 --> 00:17:37.000 think about things like, are you are you validating their 374 00:17:37.000 --> 00:17:39.680 decision to come to you by coming up with some 375 00:17:40.200 --> 00:17:43.000 you know, piece of wisdom or coaching or schooling that 376 00:17:43.039 --> 00:17:45.519 you can impart upon them that that kind of makes 377 00:17:45.559 --> 00:17:47.559 them think, oh, this is this was a good decision 378 00:17:47.559 --> 00:17:49.359 to come to Chris. I need to come to Chris 379 00:17:49.400 --> 00:17:52.960 more often? Or are you asking you know, curious and 380 00:17:53.480 --> 00:17:56.559 empowering questions like what would they do in that situation? 381 00:17:56.680 --> 00:17:57.920 What what do they want to do? What are the 382 00:17:58.039 --> 00:18:01.119 what are their genuine thoughts about it? And getting them 383 00:18:01.160 --> 00:18:03.519 to think outside the box about how they would move forward, 384 00:18:03.839 --> 00:18:06.279 and then when they tell you what they would do, 385 00:18:06.920 --> 00:18:09.519 saying that's exactly what I would do, like I love it, 386 00:18:09.559 --> 00:18:11.680 go forward and move forward with it and building that 387 00:18:11.720 --> 00:18:15.160 confidence because eventually, if you do that enough times, they'll 388 00:18:15.200 --> 00:18:16.720 stop having to come to you. They'll just people to 389 00:18:16.720 --> 00:18:19.079 make the decision without needing you. And you've done your 390 00:18:19.160 --> 00:18:21.359 job as a leader to kind of grow that within 391 00:18:21.359 --> 00:18:23.519 a person because it's natural for them to want to 392 00:18:23.559 --> 00:18:25.559 come to you at first when they're trying to figure 393 00:18:25.559 --> 00:18:28.759 out what their relationship is. But oftentimes when your people 394 00:18:28.759 --> 00:18:30.960 come to you, they're not coming to you because they 395 00:18:31.039 --> 00:18:33.599 want your advice on what to do. They're coming to 396 00:18:33.599 --> 00:18:35.880 you because they're testing the waters of what kind of 397 00:18:35.960 --> 00:18:38.759 a leader you will be and whether or not it 398 00:18:38.839 --> 00:18:41.599 is going to be okay to make decisions on their 399 00:18:41.640 --> 00:18:44.160 own or if you want them coming to you and 400 00:18:44.480 --> 00:18:48.200 if your actions validate their decision to come to you, 401 00:18:48.279 --> 00:18:50.440