رونوشت کامل Stop Solving Your Teams Problems | The Operators Seat E8

next time that this issue comes around or an issue like it, they might problem solve and work it out all themselves. 00:04:15.120 --> 00:04:15.439 Yeah. 00:04:15.599 --> 00:04:15.919 Yeah. 00:04:16.079 --> 00:04:18.800 And I think we're our own worst enemies. 00:04:18.959 --> 00:04:23.759 Like I I just recently discovered how like crazy. 00:04:23.920 --> 00:04:26.560 Well, I don't I always knew I was crazy. 00:04:26.720 --> 00:04:27.040 Okay. 00:04:27.600 --> 00:04:30.240 I am just psychotic. 00:04:30.959 --> 00:04:33.279 And you're not you're not even denying it. 00:04:33.519 --> 00:04:35.040 You're just like crazy. 00:04:35.120 --> 00:04:38.319 I I I'm only not denying it because I know I'm crazy there with you. 00:04:39.199 --> 00:04:41.439 I know I'm a lot to deal with. 00:04:41.519 --> 00:04:46.399 And like, so for instance, in our office, we're redoing like our coffee bar. 00:04:46.560 --> 00:04:51.920 And so we have this coffee bar, and like I was buying all these things, and I do enjoy. 00:04:52.000 --> 00:04:54.240 So this is a super basic example. 00:04:54.399 --> 00:05:00.160 It's not necessarily like about a process, but I enjoy the design aspect of things. 00:05:00.319 --> 00:05:03.360 I like to like make things look pretty and make things look nice. 00:05:03.519 --> 00:05:07.360 But is that really where my time should be spent? 00:05:07.600 --> 00:05:08.800 Not necessarily. 00:05:08.959 --> 00:05:13.920 I could let our client engagement team do that because they're the ones that are seeing the clients. 00:05:14.079 --> 00:05:19.519 They're, you know, they're the ones that are having to use the coffee bar and like set it up for people. 00:05:19.680 --> 00:05:26.079 But I spent like a way too long re-sabulous, redesigning this coffee bar. 00:05:26.240 --> 00:05:33.439 And then the little drawer things, I created like a uh freaking drawer Tetris for snacks. 00:05:33.519 --> 00:05:37.600 So you pull it out and then all the snacks are there and they're like organized, all pretty. 00:05:38.160 --> 00:05:45.519 Mind you, this was after hours, so I waited until after five, but it took me like I think a total of like four hours to do that. 00:05:45.759 --> 00:05:47.439 Yeah, a lot of manpower. 00:05:47.680 --> 00:05:47.920 Yeah. 00:05:49.120 --> 00:05:50.639 For one, for one drawer. 00:05:50.800 --> 00:05:53.040 For one drawer, I have OCD. 00:05:53.680 --> 00:05:58.879 You're you're very particular in what you like, but I will say, you know, the lobby looks amazing. 00:05:59.040 --> 00:05:59.439 Oh, thanks. 00:06:00.959 --> 00:06:02.879 The drawer, the drawer looks great. 00:06:03.120 --> 00:06:03.519 It does. 00:06:03.600 --> 00:06:09.040 And it's very, you know, uh I will say, even though you're very particular, there's a rhyme and reason for it all. 00:06:09.199 --> 00:06:09.439 Yeah. 00:06:09.600 --> 00:06:17.279 But you know, like you said, I think certain things that hey you want to take care of because you have the vision, and I totally get that. 00:06:17.439 --> 00:06:23.680 But you know, um, also allowing the client engagement team, you know, yeah to execute on that vision and everything. 00:06:23.839 --> 00:06:36.800 So yeah, it's definitely a struggle because um as you know, as an eight, or I think just in general as a leader, sometimes you're like, nobody's gonna do it as good as I can do it. 00:06:36.959 --> 00:06:37.120 Yeah. 00:06:37.279 --> 00:06:38.720 And I think we probably all struggle with that. 00:06:39.439 --> 00:06:41.199 Yeah, no matter what industry you're in. 00:06:41.360 --> 00:06:41.519 Yeah. 00:06:41.920 --> 00:06:46.240 You know, it's it's just something that you know when you want it done by, how you want it done. 00:06:46.319 --> 00:06:49.279 And so some things like that, you're just like, oh, I gotta take it on. 00:06:49.600 --> 00:06:59.040 And it's really hard to um delegate those tasks because you know that it needs to get done and you want to do it the way that you see best fit. 00:06:59.279 --> 00:07:00.000 Yeah, for sure. 00:07:00.079 --> 00:07:03.680 I think that is so relatable, like across industries. 00:07:04.000 --> 00:07:05.680 I always talk to Brandon about that. 00:07:05.839 --> 00:07:08.560 Brandon's my husband, he owns a business. 00:07:08.800 --> 00:07:18.240 Um, and he is very black and white, he likes things done a certain way, he knows what he wants, he wants things done correct. 00:07:18.319 --> 00:07:20.959 He's an Enneagram one, so he's like a perfectionist. 00:07:21.120 --> 00:07:22.959 And it's so hard for him to delegate. 00:07:23.040 --> 00:07:28.879 And I get like, I try to give him advice, but you know, it's I'm his wife. 00:07:29.120 --> 00:07:45.920 So like he definitely respects me and listens to my advice, but it's hard because, you know, I see all these things that he's kind of making his life harder and he's stunting the growth of his team because he's not putting them in a position to learn more sometimes. 00:07:46.160 --> 00:08:02.000 And he's gotten much better at it with, you know, some coaching, but it's still such a hard thing, especially if you're one of the founders or an owner or someone that's built maybe a team or a department from the ground up, it's hard to let go of it. 00:08:02.800 --> 00:08:05.519 But nobody's going to be exactly like you. 00:08:05.839 --> 00:08:06.079 No. 00:08:06.240 --> 00:08:17.839 And and I think, you know, also setting the expectations of getting it done 80% of the way that I want it done is okay. 00:08:18.240 --> 00:08:20.000 I know I have to learn that. 00:08:20.240 --> 00:08:22.720 I well, and and I think anybody has to learn that. 00:08:22.879 --> 00:08:39.840 And, you know, on my side, knowing that how particular certain individuals are, not, you know, uh realizing how to convey to them and communicate to them that, hey, I'm delegating this to this person. 00:08:40.080 --> 00:08:54.320 Something I've struggled with in the past is knowing how particular somebody can

be, and then not being able to delegate necessarily everything because I didn't want to upset or let down the, you know, certain people. 00:08:54.399 --> 00:08:57.360 And so I I found that that's where I struggled. 00:08:57.440 --> 00:08:57.600 Yeah. 00:08:58.559 --> 00:09:11.840 Well, and that's also like for whoever that was leading you, like a coaching moment for them too of like, hey, yeah, it may not have been done exactly the way that you envisioned in your mind, but this was good. 00:09:11.919 --> 00:09:12.080 Yeah. 00:09:12.240 --> 00:09:14.639 Like I did a great job at this, you know. 00:09:14.799 --> 00:09:14.960 Yeah. 00:09:15.120 --> 00:09:16.960 And so I think it's it's both sides. 00:09:17.279 --> 00:09:17.840 Oh, 100%. 00:09:18.159 --> 00:09:19.919 You have to meet each other halfway. 00:09:20.240 --> 00:09:24.799 And, you know, it again, like you said, we're not nobody's us. 00:09:24.960 --> 00:09:27.039 And so, you know, we don't live in each other's brains. 00:09:27.120 --> 00:09:36.080 So we're not able to uh get it a hundred percent of the way, but I am gonna try my dang hardest to get there 90% of the way, 80% of the way. 00:09:36.159 --> 00:09:43.360 And uh we just have to learn to accept that out, you know, one another and and delegate that and know that it's gonna be okay. 00:09:43.440 --> 00:09:46.799 And as long as it gets done, then things are gonna be okay. 00:09:47.039 --> 00:09:48.000 Yes, for sure. 00:09:48.240 --> 00:09:59.120 I think yeah, it's just it's providing as a leader who is trying to delegate, it's providing the clarity first to produce the results that you want. 00:09:59.279 --> 00:10:11.360 So if somebody is unclear of your expectations, they're not going to have any confidence to go out and execute that task or that process or whatever it is that you're asking them to do. 00:10:11.519 --> 00:10:14.399 And by clarity, I mean like every single thing. 00:10:14.559 --> 00:10:14.799 Yeah. 00:10:15.039 --> 00:10:17.039 Paint, remember, paint me a picture. 00:10:17.200 --> 00:10:20.320 Like, what does this look like to you? 00:10:21.120 --> 00:10:25.360 And how can you relay that to your team so they can go out and execute on it? 00:10:25.679 --> 00:10:35.039 So, like one example of this that I think is really great is, you know, whoever you're delegating to needs the ability to like manage up. 00:10:35.200 --> 00:10:41.840 Learn, you know, learn to anticipate what you are looking for, like learn your expectations. 00:10:42.320 --> 00:10:50.559 You know, you have to communicate them, but their responsibility is to also meet you in the middle and like, you know, learn your style and learn what you like. 00:10:50.720 --> 00:11:03.759 And Madison in our office, who's our director of marketing, and I mean, you've done a great job too of like, she's, you know, y'all will give me something and I'll be like, and you're like, yeah, I this isn't the final. 00:11:04.000 --> 00:11:05.200 I know you're not gonna like this. 00:11:05.360 --> 00:11:11.360 Just look at the, you know, look at the big points that I'm trying to relate to you because that's what I want you to look at right now. 00:11:11.600 --> 00:11:24.559 And so there's always like your ability to kind of manage up and be like, hey, Sabrina's not gonna like this, or you know, Madison is like, I know I'm starting to catch on to Sabrina's style. 00:11:24.799 --> 00:11:26.000 Here's what she wants. 00:11:26.080 --> 00:11:26.320 Yeah. 00:11:26.559 --> 00:11:27.919 And so I think that's important too. 00:11:28.159 --> 00:11:28.320 Yeah. 00:11:28.480 --> 00:11:32.000 And uh, you know, learning and that's that's what it's all about at the end of the day. 00:11:32.159 --> 00:11:40.399 Whether you're learning to delegate, learning someone's style, learning a new task, yeah, you know, uh, allowing your leader to show you. 00:11:40.559 --> 00:11:42.799 Um, that's the key portion of it. 00:11:42.960 --> 00:11:46.240 And, you know, uh, like you said, delegating up. 00:11:46.559 --> 00:11:48.240 I learn that all the time. 00:11:48.480 --> 00:11:51.600 You know, sometimes I live very much in the details. 00:11:51.840 --> 00:12:00.960 And so learning to, as you said, convey this isn't the final thing, this, you know, we're we're gonna get there, but this is what we're doing now, and then these are the steps in the future. 00:12:01.039 --> 00:12:01.440 Yeah. 00:12:01.679 --> 00:12:16.720 Um, so just just having, you know, the ownership of that as well and knowing what details to give now versus what details to give later, and yeah uh learning experience for all of that. 00:12:17.200 --> 00:12:33.759 So, you know, if if you're struggling with that, um, I would challenge to have that open conversation and you know the um the feedback of, you know, hey, this is this is what's working, this is what's not, what do you need from one another? 00:12:33.840 --> 00:12:44.799 You know, whether that's your direct leader, whether that's your cohort, whether that's you know, somebody under you uh having that feedback, whether positive or negative. 00:12:44.960 --> 00:12:45.279 Yeah. 00:12:45.440 --> 00:12:53.360 Um, and you know, I I I personally be in a two, I'm always, you know, throw a little positive in there and I I don't like the sandwich. 00:12:53.440 --> 00:12:54.080 You know, don't get me. 00:12:54.480 --> 00:12:55.360 Oh my gosh, the sandwich. 00:12:55.840 --> 00:12:57.519 The positive, what do they call that? 00:12:57.679 --> 00:13:00.799 The um the uh feedback sandwich or something. 00:13:01.120 --> 00:13:02.000 Yeah, something like that. 00:13:02.240 --> 00:13:02.399 Yeah. 00:13:02.879 --> 00:13:03.440 I can't do that. 00:13:03.679 --> 00:13:08.799 No, it's it but I also I always think that you know you really want to know what you're doing well. 00:13:08.960 --> 00:13:09.200 Yeah. 00:13:09.600 --> 00:13:11.840 And so I think always starting with that, yeah. 00:13:12.240 --> 00:13:12.960 Ending with that.

00:13:13.120 --> 00:13:15.679 But I don't like to sandwich something bad in the middle. 00:13:16.000 --> 00:13:16.960 Because you know it's coming. 00:13:17.360 --> 00:13:19.200 Like I feel like people know when it's overuse. 00:13:19.440 --> 00:13:19.679 Yes. 00:13:19.840 --> 00:13:20.720 And it's not genuine. 00:13:21.120 --> 00:13:21.279 Yeah. 00:13:21.600 --> 00:13:22.960 If you use the sandwich, we're sorry. 00:13:23.200 --> 00:13:23.759 Yeah, sorry. 00:13:23.919 --> 00:13:25.039 That's just our opinion on it. 00:13:25.200 --> 00:13:26.240 If it works for you, great. 00:13:26.559 --> 00:13:27.039 Correct. 00:13:27.200 --> 00:13:28.559 But it doesn't work for us. 00:13:28.720 --> 00:13:30.080 Yeah, it usually doesn't work. 00:13:30.399 --> 00:13:32.240 If you think it's working, it probably isn't. 00:13:32.960 --> 00:13:36.559 So we're getting a little more unfiltered the longer we do these. 00:13:36.960 --> 00:13:37.600 I love it. 00:13:37.919 --> 00:13:38.559 Oh my gosh. 00:13:38.639 --> 00:13:38.879 Yeah. 00:13:39.279 --> 00:13:47.840 No, it, you know, giving giving both sides of that feedback is hey, you know, here's what you're working on, here's what you need to, or excuse me, here's what you're doing really well. 00:13:48.320 --> 00:13:53.279 Here's where you need to improve, and here's the vision that I see for improving. 00:13:53.440 --> 00:13:55.039 And you may assess yourself that way. 00:13:55.200 --> 00:14:00.879 You know, here's what I think I'm doing really well, here's where I need to improve, and here's the steps I'm gonna take to get there. 00:14:01.120 --> 00:14:01.440 Yeah. 00:14:01.600 --> 00:14:16.240 And I think if you're if you're wondering if you're doing well and maybe you haven't received feedback, uh do your self-assessment and then go to whoever gives you feedback or whoever you're, you know, led by and say, Hey, how am I doing on this project? 00:14:16.320 --> 00:14:17.840 Or what am I doing well here? 00:14:18.080 --> 00:14:19.759 What can I improve on here? 00:14:20.000 --> 00:14:24.000 So don't just rely on the leader to come to you. 00:14:24.159 --> 00:14:27.200 Maybe there's some coaching that you could, you know, help your leader with. 00:14:27.279 --> 00:14:29.200 Like, hey, I'm not getting feedback from you. 00:14:29.840 --> 00:14:32.320 Um, I would love if you would give me feedback. 00:14:32.399 --> 00:14:33.759 It's really important to me. 00:14:34.000 --> 00:14:40.879 And anyone who has ever done that, well I'm trying to think if anyone's done that. 00:14:42.240 --> 00:14:47.919 And it's not that they they didn't because they suck, it's just that uh I usually give feedback. 00:14:48.159 --> 00:14:50.799 Well, so we'll we won't go down this rabbit hole. 00:14:50.879 --> 00:15:14.879 We'll save the story for another podcast episode, but uh I struggle to give you feedback sometimes because we work so closely together and I know how hard you're trying and how much work and how much passion and you just really put your all into things, and so and I know your Enneagram number too. 00:15:15.120 --> 00:15:22.240 So it to me it's like it makes it harder for me to give him feedback, and I know you wouldn't think that of an eight, but I think that's pretty common. 00:15:22.399 --> 00:15:30.960 Like it, you know, I don't want to like make a negative impact on what you're doing, you know. 00:15:31.120 --> 00:15:36.480 I don't want you to like get in your head about it, and so then I'm like, how do I say this in a way that's gonna be nice? 00:15:36.639 --> 00:15:39.120 How do I say this without being too unfiltered? 00:15:39.279 --> 00:15:46.080 Because I just tend to overanalyze my directness and then I struggle to give real feedback. 00:15:46.320 --> 00:15:56.240 Yeah, no, I I I I think, you know, especially for the position I'm in um with the two, you know, besides being friends outside of work, that yeah, doesn't help either. 00:15:56.639 --> 00:15:59.200 But um I think don't be friends outside of work. 00:15:59.360 --> 00:16:00.240 I'm just kidding. 00:16:00.480 --> 00:16:04.399 We love it, but yes, it makes it complicated sometimes. 00:16:04.720 --> 00:16:05.600 It does, it it does. 00:16:05.679 --> 00:16:09.120 But at the same time, you know, I think I I crave that. 00:16:09.200 --> 00:16:12.399 So something I've always said as a leader is you don't know what you don't know. 00:16:12.879 --> 00:16:29.519 And so um if I don't know that um I'm not, you know, doing things up to expectations, or you know, there's certain things the way I'm handling that you and I haven't discussed, then I I don't know. 00:16:29.679 --> 00:16:34.960 And you know, sometimes that assessment is I know what's going on in my brain, but you don't. 00:16:35.120 --> 00:16:35.360 Yeah. 00:16:35.519 --> 00:16:38.720 So I can expect you to know what's going on in my brain. 00:16:38.799 --> 00:16:48.399 So I have to be sure that I am going through every step of my thought process of especially understanding, you know, how an eight lives in the future. 00:16:48.480 --> 00:16:55.279 And you know, you're you're probably 10 steps ahead of me where I'm like in the now, and that's what I'm concentrated on. 00:16:55.360 --> 00:17:16.400 And so being able to have that communication and you know, um, asking for that feedback is definitely something that we probably have to work on harder than most uh professional relationships because we have to be conscious of the worry of you know, upsetting one another out outside of the professional and everything. 00:17:16.559 --> 00:17:24.400 And so I it does take that extra step of asking for that feedback and doing a self-assessment of like, okay, here's where I think I'm doing well. 00:17:24.880 --> 00:17:25.599 Would you agree? 00:17:25.839 --> 00:17:26.160 Yeah. 00:17:26.400 --> 00:17:27.839 Yeah, we need to do a better job of that. 00:17:28.880 --> 00:17:29.200 Yeah. 00:17:29.440 --> 00:17:38.960 We'll have to do a whole episode on kind of our

dynamic and how we handle feedback because I feel like we had a good learning experience with it. 00:17:40.240 --> 00:17:42.880 We had a very good open conversation. 00:17:43.039 --> 00:17:43.440 Yeah. 00:17:43.599 --> 00:17:50.480 Um, you know, where I we weren't aware of, you know, what was going on with one another. 00:17:50.640 --> 00:17:55.440 And I think after we had the conversation, everything kind of made sense to one another. 00:17:55.599 --> 00:17:55.839 Yeah. 00:17:56.319 --> 00:18:08.480 I think it was like the honeymoon phase of working together, you know, like you're my new husband here, and then like it's so fun and it's exciting, and I get to hang out with you all day. 00:18:08.640 --> 00:18:13.440 And then it's like, okay, but I have this feedback to give him, but he's doing such a great job. 00:18:13.519 --> 00:18:16.880 I don't want to like ruin his mojo, like that kind of thing. 00:18:17.359 --> 00:18:25.440 And yeah, so we'll have to tell you, we'll even maybe like give you details if if we're comfortable with it. 00:18:25.599 --> 00:18:28.559 But yeah, um, it was it was a good conversation. 00:18:28.720 --> 00:18:32.079 So yeah, I mean, even us as leaders have to work on it all the time. 00:18:32.240 --> 00:18:35.759 I think communication isn't as easy as people make it seem. 00:18:36.240 --> 00:18:39.839 Because it's like, oh, you just need to communicate, but there's way more. 00:18:40.240 --> 00:18:40.640 For sure. 00:18:40.799 --> 00:18:46.640 How you communicate the, you know, what what to say versus what not to say. 00:18:46.720 --> 00:18:54.319 And I I don't know if you do you deal with this, but you know, I'm like, okay, am I overanalyzing this or underanalyzing it? 00:18:54.400 --> 00:18:58.480 Am I not, you know, um what I think is right? 00:18:58.640 --> 00:19:02.640 Does Sabrina would Sabrina agree with that's something I struggle with all the time? 00:19:02.799 --> 00:19:20.160 You know, am I uh or you know, with you know, to make sure that you know the founders, you know, is this a decision they would make it in whatever industry you're in, with your CEO, COO, you know, constantly having to think, okay, am I in their brain properly? 00:19:20.319 --> 00:19:22.319 Like, am I thinking in a way that they would? 00:19:22.480 --> 00:19:22.799 Yeah. 00:19:22.880 --> 00:19:26.960 Um, especially in a smaller business like this, because you know the founders, it's their baby. 00:19:27.279 --> 00:19:30.160 And you know, you want to make sure that you're taking care of it, yeah. 00:19:30.400 --> 00:19:32.400 And just the same way that they would. 00:19:32.559 --> 00:19:32.880 Yeah. 00:19:33.200 --> 00:19:47.519 So I I I think, you know, analyzing that and making sure that uh you're living up to one, your personal standards, and then you're kind of trying to live, you know, think how your owners and how your leaders would think and living up to their standards. 00:19:47.839 --> 00:19:48.640 Yeah, for sure. 00:19:48.799 -->

00:19:49.839 It's a hard balance. 00:19:50.319 --> 00:19:59.759 But I think when it comes to, I guess, more leader um problem solving for maybe a team member underneath them. 00:19:59.839 --> 00:20:07.759 It's like one of the questions that I always try to ask myself as I'm doing that is, you know, say somebody comes to me for help. 00:20:08.000 --> 00:20:12.319 And, you know, I've I've always been pretty good at delegation. 00:20:12.720 --> 00:20:24.720 Um, I haven't struggled too much with that unless it's like something that I really, really truly like my OCD just takes a hold of me and I can't do it, but which is all stupid stuff, by the way. 00:20:24.799 --> 00:20:26.079 It's like not even important. 00:20:26.480 --> 00:20:33.200 Um, but am I building someone's capabil capability or am I replacing their capability? 00:20:33.519 --> 00:20:38.400 So think about that question the next time you have somebody that comes to you. 00:20:38.559 --> 00:20:38.799 Yeah. 00:20:38.960 --> 00:20:43.920 Like, am I going, am I building their capability by answering their question in this way? 00:20:44.240 --> 00:20:49.440 Or is this the way that I'm about to answer it basically replacing their capability? 00:20:49.519 --> 00:20:49.759 Yeah. 00:20:50.000 --> 00:20:53.759 Or, you know, am I about to actually do what they should be doing? 00:20:53.839 --> 00:20:54.160 Yeah. 00:20:54.319 --> 00:21:03.839 Um, and then just reframing the expectation of, hey, you can always come to me for guidance, but I'm never gonna give you the direct answer. 00:21:04.000 --> 00:21:07.599 I I need you to kind of work on building those skills. 00:21:07.759 --> 00:21:12.880 Um, we have a whole problem solving like framework that we use sometimes in the office. 00:21:13.039 --> 00:21:13.839 So yeah. 00:21:14.400 --> 00:21:20.799 Now, something that just comes to mind is, you know, what if you need the direct answers to that? 00:21:21.279 --> 00:21:27.759 What is your thoughts on like doing the groundwork for some of it? 00:21:28.240 --> 00:21:33.200 Or do you always allow individuals to come back and report to you what they find? 00:21:34.480 --> 00:21:36.160 I guess it depends on the situation. 00:21:36.319 --> 00:21:50.160 I feel like it's like the 1080-10 rule, which we've talked about, like I'll give you 10% on the back or on the front end, you go do, you know, the 80% because that's what you're best at. 00:21:50.559 --> 00:21:57.759 Then, you know, you come back to me for guidance for the the extra, you know, the last 10% to wrap it up. 00:21:58.079 --> 00:21:59.759 So using things like that. 00:22:00.079 --> 00:22:01.759 I would have to have a specific example. 00:22:02.960 --> 00:22:03.599 Yeah. 00:22:03.920 --> 00:22:07.920 Because like do you have one that you can think of off the top of your head? 00:22:08.240 --> 00:22:29.680 I guess just like with uh so recently was working on reporting and so you know, needing some data from the reporting that necessarily wasn't the um

actual task of it, but you know, I was trying to get the data from the reporting and then I was delegating out once I got the data for it to be changed to the CRM so got it, yeah, yeah, yeah. 00:22:29.920 --> 00:22:32.319 So I I guess that's where You like laid the foundation. 00:22:32.720 --> 00:22:33.039 Correct. 00:22:33.119 --> 00:22:33.279 Yeah. 00:22:33.359 --> 00:22:43.200 So sometimes I I struggle with okay, am I doing too much and not delegating, or am I doing what I need to do for my portion of the project and then delegating the rest of it? 00:22:43.519 --> 00:22:43.759 Yeah. 00:22:43.920 --> 00:22:45.839 I feel like you did a great, a good job. 00:22:46.079 --> 00:22:46.640 Yeah. 00:22:46.960 --> 00:22:47.279 Yeah. 00:22:47.440 --> 00:22:49.119 I I don't think I would change anything. 00:22:49.279 --> 00:22:49.599 No. 00:22:49.759 --> 00:22:52.799 Yeah, it's it's something, you know, and delegation is so funny. 00:22:52.880 --> 00:22:55.119 It's I I feel like everybody has a different view of it. 00:22:55.279 --> 00:22:55.599 Yeah. 00:22:55.839 --> 00:23:00.160 I've uh always been told I'm not too good at it, which you know. 00:23:00.400 --> 00:23:00.960 Yeah. 00:23:01.359 --> 00:23:04.559 Whoever, you know, whoever believes that, but yeah. 00:23:05.039 --> 00:23:06.880 I I think you're struggling with it. 00:23:06.960 --> 00:23:07.359 I know that. 00:23:07.599 --> 00:23:14.720 I think you struggle with it, but I think that the intention behind the struggle is not because you don't want to delegate. 00:23:15.279 --> 00:23:22.480 It's it's that you want to help your team and you care about them and you want, you know, the execution to go well. 00:23:22.720 --> 00:23:23.039 Yeah. 00:23:23.279 --> 00:23:29.920 And so it's more so how can I be the project manager on this without actually doing all the work? 00:23:30.240 --> 00:23:30.559 You know? 00:23:30.720 --> 00:23:31.039 Yeah. 00:23:31.200 --> 00:23:38.000 So Yeah, it's it's definitely a a line that I think wavers for everybody of where to draw it. 00:23:38.079 --> 00:23:40.480 And something I guess we all have to continue to work on. 00:23:40.799 --> 00:23:41.279 I think so. 00:23:41.759 --> 00:23:52.640 I think sometimes I I can kind of not give as much information as I should in some scenarios. 00:23:52.799 --> 00:23:55.039 So then there that leads to confusion too. 00:23:55.119 --> 00:23:55.279 Yeah. 00:23:55.440 --> 00:24:02.240 Because it's like someone will ask me a question and I'll be like, yeah, that's in this file, you know, in Microsoft or whatever. 00:24:02.319 --> 00:24:09.759 And then it's like, okay, well, uh, I could have taken a few extra moments to, you know, show them and laid the foundation. 00:24:09.920 --> 00:24:10.240 Yeah. 00:24:10.400 --> 00:24:20.319 Um, or I am a big believer in making process guides, like really clear step-by-step guides, like very clear. 00:24:20.559 --> 00:24:21.440 Oh, I'm nowhere. 00:24:21.759 --> 00:24:33.359 Like very clear where you could not miss, like you cannot be confused by the amount of information that I create in a document. 00:24:33.519 --> 00:24:36.640 But then it's like super cumbersome to have to go through the document. 00:24:36.880 --> 00:24:39.759 But in my mind, I'm like, well, all you have to do is read it. 00:24:39.920 --> 00:24:40.240 Yeah. 00:24:40.480 --> 00:24:41.759 All you have to do is follow it. 00:24:42.079 --> 00:24:44.880 But not everybody obtains information by reading. 00:24:46.400 --> 00:24:47.440 Yeah, I just can't. 00:24:47.519 --> 00:24:48.480 I can't double. 00:24:49.039 --> 00:24:49.519 I know. 00:24:49.680 --> 00:24:51.759 I he does this to me all day long. 00:24:51.920 --> 00:24:53.519 I'm like, this is what we need to do. 00:24:53.599 --> 00:24:55.759 And he's like, Well, not everybody, blah, blah, blah. 00:24:55.920 --> 00:24:58.640 And I'm like, Well, they should. 00:24:59.440 --> 00:25:00.880 It's called reading. 00:25:01.119 --> 00:25:03.759 I have been famous in the office for saying it's called reading. 00:25:03.920 --> 00:25:04.480 I've heard. 00:25:04.640 --> 00:25:04.960 Yeah. 00:25:05.680 --> 00:25:06.000 Yeah. 00:25:06.319 --> 00:25:10.400 At least they make a joke out of it, so it's not like I'm a dictator. 00:25:10.640 --> 00:25:10.960 No. 00:25:11.599 --> 00:25:12.480 It's definitely a joke. 00:25:12.720 --> 00:25:12.960 No. 00:25:13.200 --> 00:25:14.240 You said that's scared. 00:25:14.480 --> 00:25:16.000 You're like, no, not at all. 00:25:16.319 --> 00:25:16.559 No. 00:25:16.880 --> 00:25:18.240 If I blink twice, help me. 00:25:18.319 --> 00:25:18.960 Yeah. 00:25:19.759 --> 00:25:22.000 No, no, I'm gonna stare at him hardcore. 00:25:22.480 --> 00:25:25.359 No, it's it's that your your guides are very helpful. 00:25:25.519 --> 00:25:27.759 Um, but yeah, I I think, you know. 00:25:28.160 --> 00:25:29.920 Yeah, your guides are helpful. 00:25:30.319 --> 00:25:32.640 No, they are very helpful and they're a good tool to go back. 00:25:33.039 --> 00:25:35.119 I'm like, that's my 10% contribution. 00:25:35.839 --> 00:25:38.640 Yeah, it's it's it's a big 10% for sure. 00:25:39.039 --> 00:25:49.519 Uh no, I think and I think you bring up a good point as you know, sometimes the guides and the reading is overwhelming for some people. 00:25:49.680 --> 00:25:55.359 And so, you know, and learning everyone's style of learning and style of development and growth. 00:25:55.519 --> 00:25:59.680 That's another, that's probably a whole episode we could do is you know, learning that of your team. 00:25:59.839 --> 00:26:00.160 Yeah. 00:26:00.319 --> 00:26:04.559 Um, because not everybody learns from reading, not everybody learns from showing. 00:26:04.640 --> 00:26:08.799 Some people that's true have to go and do it themselves and ask the questions. 00:26:08.960 --> 00:26:18.480 Um, and you know, that that's a struggle I have is I want to just show everybody and not everybody wants to be shown or me to be all up in their face and have a

meeting about it. 00:26:18.720 --> 00:26:21.200 Oh my god, yeah, that sounds like my worst nightmare. 00:26:21.440 --> 00:26:21.599 Yeah. 00:26:21.759 --> 00:26:31.519 So, you know, learning learning each other's um developmental and uh capacity of you know how they learn best, I think is but they have to meet you halfway for sure. 00:26:31.680 --> 00:26:31.920 Yeah. 00:26:32.240 --> 00:26:41.359 Because, you know, we're we're all individuals and you know, sometimes we lead different than you know, what they learn best from. 00:26:41.519 --> 00:26:53.279 And so, you know, as long as you're working hard and using tools like the Enneagram um to, you know, not necessarily um to build up their capacity. 00:26:53.440 --> 00:26:53.680 Yeah. 00:26:54.000 --> 00:26:55.440 Instead of, you know, just doing it for them. 00:26:55.599 --> 00:26:55.759 Yeah. 00:26:55.920 --> 00:26:56.400 It's very important. 00:26:56.799 --> 00:26:57.039 For sure. 00:26:57.200 --> 00:26:59.200 Yeah, learning everyone's style. 00:26:59.440 --> 00:27:03.599 I think, yeah, I could I could do a better job at communicating. 00:27:03.759 --> 00:27:13.200 But one thing that I think a lot of operations leaders struggle with is, especially in a smaller business, is being the go-to person. 00:27:13.359 --> 00:27:16.000 I was the go-to person for a very long time. 00:27:16.160 --> 00:27:17.359 Now I'm not. 00:27:17.680 --> 00:27:26.640 And I had to kind of wrestle with the thought of okay, what is my value here if I'm not the go-to person? 00:27:26.880 --> 00:27:31.920 Like if I don't know everything and I'm not solving every problem, then what am I doing? 00:27:32.160 --> 00:27:34.319 Or what what am I contributing? 00:27:34.640 --> 00:27:43.039 And what you have to realize as you grow as a leader is your job is not to solve problems. 00:27:43.200 --> 00:27:48.079 Your job is to develop leaders and processes that then can solve problems. 00:27:48.400 --> 00:27:52.240 So you have to reframe your way of thinking about your role too. 00:27:52.720 --> 00:27:57.920 Um you're not there to solve problems, individual problems. 00:27:58.079 --> 00:28:04.000 You're there to solve the problem of not having leaders that people can go to for the problem. 00:28:04.160 --> 00:28:14.720 You're there to solve, you know, the processes that can support those, you know, functions and kind of eliminate as many problems as possible. 00:28:14.960 --> 00:28:25.119 You're always gonna have problems, but you know, just creating independent team members is is part of your role now as a leader. 00:28:25.519 --> 00:28:26.720 What a great role too. 00:28:26.960 --> 00:28:27.680 I know it's fun. 00:28:27.920 --> 00:28:34.960 It's my it's one of my I don't know, it just it it gives me purpose and I I just absolutely love it. 00:28:35.119 --> 00:29:02.640 You know, I I love operations and the processes and you know, s helping others solve that and um coming up with the ideas and you know, yeah, not that I'm the best at

it because I need to learn and grow every day, but yeah, it's it's just fun to watch the team like when they start thinking and the thought leader process and they start, hey, this is an issue I'm having, and this is what I've come up with it. 00:29:02.880 --> 00:29:06.000 And you're and it there's just something that's so fulfilling about it. 00:29:06.319 --> 00:29:06.559 Yeah. 00:29:06.799 --> 00:29:17.039 Cause you see them from you know, maybe when they came in and the foundation, and then you see them grow as a leader over time. 00:29:17.519 --> 00:29:23.119 And that's just so rewarding to see because a lot of times they don't notice it in themselves. 00:29:23.279 --> 00:29:23.599 Yeah. 00:29:23.759 --> 00:29:27.119 And so it's a good reminder too to give kudos to your team. 00:29:27.279 --> 00:29:36.240 Like when you notice things about them, I think lifting people up is super important for culture, but it's also good for confidence, right? 00:29:36.400 --> 00:29:46.720 So if you notice little things about people and you point them out, good things and you point them out, you're giving them confidence in more ways than one. 00:29:46.880 --> 00:29:47.200 Yeah. 00:29:47.519 --> 00:29:50.160 Um, and so that can that can help too. 00:29:50.559 --> 00:29:53.680 It it it changes their growth and development trajectory. 00:29:53.920 --> 00:30:04.319 Um, I try to always remember and think, you know, one word, one conversation can change somebody's complete life. 00:30:04.480 --> 00:30:10.880 And so, you know, sometimes it can be, you know, they believe in themselves and then they go on to do this great thing. 00:30:10.960 --> 00:30:16.160 Yeah, and so it's it's it's just so rewarding and it's so cool to think about. 00:30:16.480 --> 00:30:17.680 Yeah, for sure. 00:30:18.000 --> 00:30:21.359 Well, on that note, I think we should end on a positive. 00:30:21.839 --> 00:30:22.400 Wrap it up. 00:30:22.640 --> 00:30:22.880 Yes. 00:30:23.440 --> 00:30:24.400 A great question. 00:30:24.480 --> 00:30:26.079 So thank you for submitting it. 00:30:26.480 --> 00:30:28.240 Um, and please keep them flowing. 00:30:28.400 --> 00:30:31.839 The more questions you submit, the uh more episodes that we can record. 00:30:32.079 --> 00:30:32.960 Yes, for sure. 00:30:33.119 --> 00:30:33.839 Keep us going. 00:30:34.079 --> 00:30:34.880 We want that story. 00:30:34.960 --> 00:30:35.279 Yeah. 00:30:35.440 --> 00:30:38.319 So give us we we got a little more unfiltered today. 00:30:38.400 --> 00:30:44.960 So I know we'll uh continue to get more comfortable, a little more unfiltered, organized, if you will, too. 00:30:45.039 --> 00:30:45.920 Oh you know? 00:30:46.160 --> 00:30:47.920 Uh yeah, so give us that story. 00:30:48.000 --> 00:30:48.240 Yes. 00:30:48.400 --> 00:30:50.079 And don't forget to subscribe. 00:30:50.160 --> 00:30:51.200 We always forget to say this. 00:30:51.359 --> 00:30:52.000 I know, yeah. 00:30:52.160 --> 00:31:00.960 Subscribe, please, and maybe comment on wherever you're seeing this, either, you know, Spotify or YouTube or wherever you're listening or watching. 00:31:01.200 --> 00:31:03.119 Yeah, like and follow all our social media. 00:31:03.200 --> 00:31:08.079 We're on TikTok, we're on Instagram, Facebook, all under the Opsi podcast. 00:31:08.160 --> 00:31:09.759 So definitely look us up. 00:31:10.079 --> 00:31:10.480 Bye. 00:31:10.720 --> 00:31:12.079 Thanks for listening.