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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 GV.

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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 fella Aledo.

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

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<v Speaker 2>It's episode four fifty one. Something dawned on me the

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<v Speaker 2>other day and I want to share it with you

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<v Speaker 2>because it's a simple but powerful leadership reminder. Asking an

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<v Speaker 2>employee to do something is the same as asking chat

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<v Speaker 2>GPT to do something. The stronger and more descriptive your

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<v Speaker 2>input is, the better the result you'll get. So let

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<v Speaker 2>me tell you how this clicked for me. I had

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<v Speaker 2>asked one of my employees to rearrange something in one

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<v Speaker 2>of our rooms. It's a pretty routine request because I

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<v Speaker 2>have a conference room that needs set up in different

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<v Speaker 2>configurations from time to time, depending on what event we're hosting.

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<v Speaker 2>The problem was I didn't communicate the request well enough.

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<v Speaker 2>I thought I was clear, but when I came back later,

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<v Speaker 2>what they did didn't even come close to what I

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<v Speaker 2>had in mind. And that was on me, that's not

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<v Speaker 2>on them. Now. If you've used chat, EBT or any

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<v Speaker 2>AI tool, you already know how this works. If you

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<v Speaker 2>type in a vague prompt, you'll get a vague answer.

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<v Speaker 2>If you take the time to be specific, detailed, and clear,

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<v Speaker 2>you usually get a response that is much closer to

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<v Speaker 2>what you actually need. That's leadership in a nutshell. The

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<v Speaker 2>quality of your communication directly impacts the quality of the outcome.

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<v Speaker 2>Think about it. Employees are not mind readers. They can't

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<v Speaker 2>see the exact picture in your head. If you say, hey,

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<v Speaker 2>go straighten up that room, you might mean align the

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<v Speaker 2>chairs in rows, stack the tables against the wall, and

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<v Speaker 2>place the podium in the center. But if you only

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<v Speaker 2>say straighten it up, they may think you meant sweep

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<v Speaker 2>the floor and empty the trash. Both are technically straightening up,

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<v Speaker 2>but only one of those matches your vision. And this

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<v Speaker 2>is where leaders make a critical mistake. This is where

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<v Speaker 2>I made a critical mistake. We think we're being clear,

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<v Speaker 2>but clarity isn't determined by what we say. Clarity is

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<v Speaker 2>determined by what is received and understood. So here's the

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<v Speaker 2>leadership lesson. Good communication is not just about giving instructions.

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<v Speaker 2>It's about eliminating ambiguity. The better you describe the outcome

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<v Speaker 2>you want, the more likely you are to get exactly

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<v Speaker 2>that outcome. So how do you improve all of this?

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<v Speaker 2>Here are a few strategies that you can use is

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<v Speaker 2>starting today. Number one, paint the picture. Don't just say

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<v Speaker 2>what to do. Explain how it should look or feel.

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<v Speaker 2>When it's finished, describe the end result. Number two use checkpoints.

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<v Speaker 2>If it's a big task, check in halfway. Make sure

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<v Speaker 2>what's being done matches what you had in mind. This

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<v Speaker 2>saves you from being surprised at the end. Number three

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<v Speaker 2>ask for a repeat back. One of the most underrated

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<v Speaker 2>communication tools is simply saying, tell me what you understood.

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<v Speaker 2>This isn't about testing them, It's about making sure both

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<v Speaker 2>sides are on the same page. And let me tell you,

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<v Speaker 2>in the aviation industry, the read back actually saves lives

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<v Speaker 2>every flight. Number four. Adjust your detail to the person.

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<v Speaker 2>Some employees need more directions, some need less. It's not

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<v Speaker 2>a sign of weakness to give more detail. It's a

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<v Speaker 2>sign that you care about the outcome and respect the

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<v Speaker 2>person enough to set them up for success. Now let's

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<v Speaker 2>tie this back to AI one more time. When you

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<v Speaker 2>put in a week prompt, you often end up frustrated

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<v Speaker 2>and have to redo it. But when you give a strong,

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<v Speaker 2>specific prompt you save time, avoid rework, and get better results.

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<v Speaker 2>The exact same principle applies to leadership. Your employees want

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<v Speaker 2>to succeed, they want to get it right. But if

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<v Speaker 2>you leave too much room for guessing, don't be surprised

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<v Speaker 2>if the outcome doesn't look like what you imagined. And

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<v Speaker 2>that's not an employee problem, that's a leadership problem. So

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<v Speaker 2>the challenge for you this week is pretty simple. Just

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<v Speaker 2>pay attention to how you give instructions. Make sure to

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<v Speaker 2>ask yourself did I just give a vague suggestion or

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<v Speaker 2>did I communicate the result that I actually want? And

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<v Speaker 2>if you have to go back and look at routine

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<v Speaker 2>communication you use all the time and audit that as well,

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<v Speaker 2>because if you have the same pain points all the

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<v Speaker 2>time when you communicate, you may need to be more

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<v Speaker 2>descriptive in your messaging. Strong input equal strong output. That's

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<v Speaker 2>as true for employees as it is for large language

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<v Speaker 2>AI models. This has been the seven minute Leadership podcast

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<v Speaker 2>and I thank you for listening.

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<v Speaker 1>For more Paul Fell of Alito Podcasts, visit paulfellowalito dot com.