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<v Speaker 1>Hey, this is Chris with Hacking Your Leadership. On today's

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

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<v Speaker 1>importance of making sure that people who want to move

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<v Speaker 1>up with it an organization feel like they can. And

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<v Speaker 1>in a lot of organizations that's harder to do because

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<v Speaker 1>of the number of spots that are available or how

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<v Speaker 1>quickly things move, and it can make some employees you know,

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<v Speaker 1>kind of get dejected about this process, and some of

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<v Speaker 1>them go as far as leading organizations because they feel

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<v Speaker 1>like there isn't a path. There are a lot of

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<v Speaker 1>things that leaders can do to kind of reimagine traditional

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<v Speaker 1>leadership hierarchies because they want to help employees grow, help

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<v Speaker 1>you know, be more flexible or collaborative in the business.

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<v Speaker 1>There are a lot of benefits to doing things like this,

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<v Speaker 1>but the biggest one is what it does for the

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<v Speaker 1>employee experience and the engagement of people who genuinely want

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<v Speaker 1>to promote and move up within an organization. And you

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<v Speaker 1>may not have as much control over you know, how

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<v Speaker 1>quickly that can happen because of the spots available or

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<v Speaker 1>the budget or the you know, people you know getting

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<v Speaker 1>promoted and leaving roles. You know, it can happen at

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<v Speaker 1>varying speeds depending on the organization you're at.

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<v Speaker 2>Yeah, yeah, I couldn't agree more. And I think in

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<v Speaker 2>the context of thinking about career progression and opportunities, a

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<v Speaker 2>lot of times what I see is is, uh, we

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<v Speaker 2>get stuck with thinking about how certain roles have to

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<v Speaker 2>hold on to certain authority in decision making or strategy building,

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<v Speaker 2>and we say like, oh, well, now that you're a this,

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<v Speaker 2>you know, a manager, now you're more responsible for executing strategies.

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<v Speaker 2>Or now that you're this and you're leading other managers,

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<v Speaker 2>now you're responsible for building the strategies. And like we

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<v Speaker 2>we we tie these types of tasks and responsibilities to

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<v Speaker 2>a title versus maybe the person versus maybe being creative,

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<v Speaker 2>and how we get all of that work done. There's

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<v Speaker 2>absolutely a level of responsibility that moves with people as

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<v Speaker 2>you move in your career progression for titles. So like,

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<v Speaker 2>you now have this job, here's the responsibilities of this job,

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<v Speaker 2>and you need to do these things. It doesn't mean

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<v Speaker 2>that only you have to do all of these things,

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<v Speaker 2>and it doesn't mean that you don't have to bring

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<v Speaker 2>others along or create spaces of collaboration when it comes

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<v Speaker 2>to some of these things that you're working on. So

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<v Speaker 2>I think that a part of it, when you are

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<v Speaker 2>reimagining kind of the different hierarchies of leadership, A big

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<v Speaker 2>chunk of that is where can we involve others for

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<v Speaker 2>both their ideas, their insights, but also to provide them

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<v Speaker 2>with you know, opportunities to learn and exposure and experience

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<v Speaker 2>and these types of things, like where do those spaces exist?

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<v Speaker 2>Where are those decisions where they have to be made

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<v Speaker 2>by the person who hasn't response in the role. Then

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<v Speaker 2>where can these decisions be made maybe more collectively and

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<v Speaker 2>and and even if that person has to make the decision,

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<v Speaker 2>how can that how can that person create a space

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<v Speaker 2>where they can you know, collaborate and open up some

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<v Speaker 2>of that decision to others before they make it. So

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<v Speaker 2>I think that a lot of that has to be done,

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<v Speaker 2>you know, for to reimagine some of the like the

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<v Speaker 2>more traditional things that have always happened over the years.

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<v Speaker 2>We've got to get better and knowing that maybe the

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<v Speaker 2>leader has the responsibility and the ownership of the decision,

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<v Speaker 2>but getting to that decision, who they include, how they

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<v Speaker 2>create space for it, how they how they provide others

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<v Speaker 2>the opportunity to idate in those spaces I think is

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<v Speaker 2>going to be critical.

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<v Speaker 1>Yeah, I think you're spot on with that. A person

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<v Speaker 1>a leader can absolutely be ultimately the person who is

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<v Speaker 1>accountable to a specific outcome or a process or the

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<v Speaker 1>execution of a strategy, while still delegating the work itself

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<v Speaker 1>to other people in a way that that gives them,

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<v Speaker 1>that makes them a part of it, the leadership hierarchy. Uh,

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<v Speaker 1>even if it's just temporary or you know, for for

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<v Speaker 1>a project or a role, without it being a permanent thing,

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<v Speaker 1>as long as the person you know knows what's going

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<v Speaker 1>on and they they understand the score when it comes

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<v Speaker 1>to what their what their role is, you know, sometimes

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<v Speaker 1>it can be the only way to let a person

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<v Speaker 1>have the experience they need to be able to find

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<v Speaker 1>out if they want to move into a leadership role

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<v Speaker 1>or you know, what they want their you know, future

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<v Speaker 1>with the organization to be. So I want to go

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<v Speaker 1>over a few things that leaders can do to do

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<v Speaker 1>this the right way without, you know, without promising too

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<v Speaker 1>much to an employee that they don't have the ability

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<v Speaker 1>to follow up on. Also without making making it seem

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<v Speaker 1>like it's window dressing, and that and that what they're

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<v Speaker 1>doing actually, you know, has has positive outcomes from a

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<v Speaker 1>standpoint of career growth and development. But first, I want

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<v Speaker 1>to get up toward to one of our sponsors. Right

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<v Speaker 1>If you're a leader of people and you're trying to

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<v Speaker 1>figure out the right way to give people the experience

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<v Speaker 1>and the work that they need in order to ensure

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<v Speaker 1>that they have what it takes to continue to move

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<v Speaker 1>up within the organization, even if there isn't necessarily a

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<v Speaker 1>spot available right now. It's important to keep in mind

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<v Speaker 1>two things when it comes to the work that you're choosing. One,

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<v Speaker 1>you need to level set with the employee on what

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<v Speaker 1>their goals are so that when you are assigning work

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<v Speaker 1>or delegating work that might be outside their normal scope,

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<v Speaker 1>that that work will help bring the learnings and the

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<v Speaker 1>experience and the skills that they would need to go

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<v Speaker 1>into that next step or that next role that they

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<v Speaker 1>that they want to do. It does no help for

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<v Speaker 1>the employee at all if the things you're delegating are

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<v Speaker 1>not related to what that next step is that they

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<v Speaker 1>want in their career. If this is what they've kind

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<v Speaker 1>of raised their hand and said, I want to move up,

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<v Speaker 1>you know, giving them kind of busy work is not development.

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<v Speaker 1>That's just you know, kind of putting things off of

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<v Speaker 1>your plate on theirs. And then the second thing is

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<v Speaker 1>you have to make sure that when the employee is

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<v Speaker 1>doing this role, even if it's temporary, that the employee

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<v Speaker 1>truly feels like they are in this role. So if

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<v Speaker 1>it's a a mentorship spot or if it's a temporary,

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<v Speaker 1>you know, position on the leadership team to kind of

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<v Speaker 1>grow and develop there, it can't be kind of leadership light.

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<v Speaker 1>It can't be Okay, well, they're remember the leadership team,

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<v Speaker 1>but we're not going to do these things or these

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<v Speaker 1>things with them. It's they can be involved in this thing,

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<v Speaker 1>but not that thing. It's like, no, if you want

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<v Speaker 1>them to truly take the most out of it, they

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<v Speaker 1>need to feel the weight of that position on their shoulders,

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<v Speaker 1>and they won't feel the weight of that position on

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<v Speaker 1>their shoulders if they don't feel like they're being treated

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<v Speaker 1>as that role at every turn. That's the only way

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<v Speaker 1>to truly prepare them for that role if they want

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<v Speaker 1>to go into it eventually, and it's the only way

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<v Speaker 1>to make it make them not kind of feel patronized

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<v Speaker 1>or like that you're kind of throwing a bone to

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<v Speaker 1>them for the moment, because you want them to stop

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<v Speaker 1>complaining about trying to get promoted. No, you truly believe

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<v Speaker 1>this is some thing they could do if they wanted to.

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<v Speaker 1>They want to do it. Now, let's see if the

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<v Speaker 1>if the skills are there, or if the skills need

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<v Speaker 1>to be developed before a permanent role can be can

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<v Speaker 1>be kind of offered.

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<v Speaker 2>Yeah, I love that you kind of talked through about,

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<v Speaker 2>like the the totality of you know, the whether it's

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<v Speaker 2>the delegation or the empowerment to someone, like if you're

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<v Speaker 2>going to do something that that's created for somebody to

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<v Speaker 2>have an experience and to actually feel, to your point,

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<v Speaker 2>the weight of the responsibility they have to have that.

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<v Speaker 2>You know, you can't just say I'm gonna you know,

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<v Speaker 2>I'm gonna ask you to make these decisions, Chris, Like

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<v Speaker 2>you're you're in charge of make a decision here. Also,

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<v Speaker 2>if it goes bad, don't worry about it. If it

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<v Speaker 2>goes good, I'll take all the credit, you know what

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<v Speaker 2>I'm saying, Like, that's not how this is gonna work.

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<v Speaker 1>Right now.

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<v Speaker 2>You've got to feel the weight of that. If you're

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<v Speaker 2>truly going to create a space that's about like learning

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<v Speaker 2>and development and providing something that is breaking the hierarchy

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<v Speaker 2>of what's typically there. It has to be done with intention,

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<v Speaker 2>and it has to be done kind of like all

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<v Speaker 2>in on whatever that's going to be as much as

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<v Speaker 2>you can within the control, you know. I mean, there

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<v Speaker 2>are going to be things that as a leader only

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<v Speaker 2>you can do, and decisions that only you can make.

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<v Speaker 2>But there is a lot of space to play typically

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<v Speaker 2>in getting to that point. And that's where you can

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<v Speaker 2>bring people along and start to start to give some

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<v Speaker 2>of that authority away from a decision making standpoint, and

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<v Speaker 2>that provides the opportunity for people to build their own

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<v Speaker 2>confidence in the decisions they're making and preparing them for

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<v Speaker 2>what's next as they elevate their own career.

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<v Speaker 1>Right. And the last thing I'll say about this I

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<v Speaker 1>think it's important is it will come with failures. Meaning

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<v Speaker 1>I don't mean person as a whole fails. I mean

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<v Speaker 1>the person will have individual failures based on decisions they make,

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<v Speaker 1>or interactions they have, or relationships that need to improve

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<v Speaker 1>that they didn't improve on. You know, those little failures

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<v Speaker 1>are necessary for a person to feel the weight of

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<v Speaker 1>the position. The weight of the position isn't felt through

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<v Speaker 1>the good times. It's not felt through the you know, Oh,

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<v Speaker 1>I have the authority and I can tell you what

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<v Speaker 1>to do, and I'm doing these projects and i'm I'm

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<v Speaker 1>I feel like i'm you know, unleashing myself to you know,

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<v Speaker 1>go to that next level. That's not where the weight

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<v Speaker 1>of the position is felt. The weight is felt in

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<v Speaker 1>making decisions that have real implications on relationships with people,

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<v Speaker 1>and how you navigate those decisions in a way that

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<v Speaker 1>shows what your values are and that maintains the relationship

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<v Speaker 1>without sacrificing your values. That's what the leadership opportunity is

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<v Speaker 1>for that person, and so it will come with failures

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<v Speaker 1>if they've ever been in a role like that before,

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<v Speaker 1>and it's important to allow them to have those failures

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<v Speaker 1>so that they can fix them on their own, on

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<v Speaker 1>their own terms. If you're not doing that, then they're

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<v Speaker 1>going to feel like there's a big safety that underneath

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<v Speaker 1>them and they won't get as much out of the position.

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<v Speaker 1>Thank you for joining us in this episode about employe engagement.

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<v Speaker 1>I will see you next Thursday for the next one.

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<v Speaker 1>You have a great day,