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Hey, this is Chris with Ackning your leadership. On today's
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discussion on employee engagement. I want to talk about some
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of the things that are important to leaders when leading
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in times of uncertainty, and how that can really impact
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the way that your employees not just engage in the
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work they're supposed to be doing, but in how they
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process and adapt to whatever the changing environment is, or
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whatever the change of processes or the uncertainty that they're experiencing.
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There's a thing that happened to me recently when I
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was in a meeting and I had been with a
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person who was a leader of a team a few
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different times over the course of a couple of weeks,
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and there was something that they said in this meeting
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that seemed like it was word for word what they
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had said in a previous meeting. And my kind of
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kneejerk reaction to that was to think, like, why are
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you're repeating the exact same thing again? Like these are
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the same people, the same team that you were with
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before you're with now, and you're saying the exact same
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thing again, and it sounds almost like you're repeating a script. Now,
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there are right and wrong ways to do this, and
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if it sounds like a script, then it can come
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off as insincere. But the idea of repeating something that
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is important, if it's a priority to the organization or
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to your team, the idea of repeating it often to people,
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even if they have already heard it several times, that
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is an actual tactic that leaders can use in order
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to make people feel more comfortable and more accepting over
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time of that change, of that uncertainty. And I don't
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want to discount the importance of it because I think
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a lot of times leaders think, oh, I've said this already,
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I don't need to say it again, and likely that's
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not the case.
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Yeah, no, it's so true. It's kind of like a
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major part of leadership many times is realizing that you
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do have to say the same things over and over
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and over again. Because it's not that it's not that
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it's out of laziness. I think that there's an element
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of being super clear and helping people to have an
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understanding of what the strategy is or what the vision is,
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or what you want to share, what you want them
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to think about. And there's been many times in my
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career where I felt the same way it's like, man like,
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I feel like I keep saying the same thing, and
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then it happens, and then and then somebody pulls you
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aside or somebody says something. They go, you know, you know,
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you say this thing all the time, and it's always
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a reminder to kind of be focused, and they're like, okay,
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Like there's a payoff to this to a degree. When
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people remember it, they understand it, it's clear to them
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they've got it down and now they have kind of
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built upon it in like their own way and their
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own words. But I think it's you know, it is
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it can be if you're in the audience and you've
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been to your point in those meetings or done those
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things and heard that person feel like, man like, I've
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heard this before. I've heard this many times before. I
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can understand that aspect of it. But I also believe
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that when you've heard it that many times or more
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than a few times, where it sticks out to you,
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it does mean that you're really paying attention. It does
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mean that you've heard this it's locked somewhere in your
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brain that you're able to reference the exact you know,
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words that are happening with what you're hearing now, and
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I think that speaks a little bit to why it's
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done and why it's necessary in a lot of cases.
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I also think when you're when you're leading leaders and
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we talk about it all the time as well, like
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you you have to have a really clear platform of
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your leadership. You've got to be very predictable and what
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you're going to do and how you're going to react
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to things and what's going to happen. And I think
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a part of that is that people are like, well,
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I know what he's going to say because he says
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that all the time, or like I, you know, I
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know how he's going to react because there's just a
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way in which he will take that information and asks,
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if it, questions about it. Kind of like you're building this, uh,
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you know, feeling of confidence in how you're going to
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lead your people by them actually kind of knowing what
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you'd say because they've heard it enough times or they've
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experienced the process enough times. In its while repetitive, it's consistent,
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and I think that is something that's really important piece
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of leadership.
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Yeah, I agree with you completely. I think that there's
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there's something that our brains do when we are about
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to process information, and a little switch is flipped depending
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on if we're processing brand new information or information that
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we've heard before. And so like you know, the first
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time you hear something, maybe you don't remember it fully,
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but it gets filed away somewhere because because you may
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not ever be able to repeat it again. But the
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next time somebody says it the exact same thing you've
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heard before, there is a part of you that says,
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I've heard this before. Like you, it's just it's an
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instant recollection and that you've heard this before. And there's
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something that I think that our brains do in those
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moments when we switch from I need to be ready
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for new information coming in two I can devote resources
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to processing the information that I've already received, because it's
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hard to process information while you're receiving new information. Right,
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So it's like you have a leader. You're throwing things
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at the team, like you have this to remember, and
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this to remember. This is the priority. That's the priority.
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All all these things are being thrown at the team,
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and as long as new things are coming, they've filed
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away the things you've already sent them, and they're in
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the back of their head, but there's no way for
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them to take the time to actually process what that means,
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or to put things into action, or or sometimes even
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recall them if they're in the the kind of the
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mode of I'm processing new information here, I need I need,
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I need to be able to receive more information because
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they need to be a catch all at first. But
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once you start to hear the same things over and
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over again, once your brain starts to hear in a
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meeting with your leader that you've been in, you know,
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every week for the last you know, the entire quarter,
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and you're hearing the exact same priorities again, there's something
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that happens where we say, okay, nothing new is coming.
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Now I can devote these resources to actually doing the
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things that I've been told. It's it's time to time
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to put these these materials that I've been thrown It's
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time to build a house out of them, you know,
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is opposed to just making sure they're not gonna hit
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me in the head as they're being thrown at me.
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And and there's a there's a there's a big difference
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in how that leads to a higher level of engagement
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of employees versus if you just you know, assume that
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you know something stuck because you said at one time,
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and you send them an email and then you you know,
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want to move on because you don't want to sound repetitive,
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because some leaders feel like if they sound repetitive, that
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it sounds cooked or or like it's you know, like
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it's a script, uh, and like a lack of authenticity.
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But but that's not necessarily the case. So I want
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to go over some of the things you can do
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is a leader to make sure that this is happening
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the right way and that you don't sound inauthentic, but
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that you also kind of harness the power of what
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repetition does for you. But first, let's give it up
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toward point of our sponsors. All Right, if you're a
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leader of people and you're trying to make sure that
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you can harness the power of what repetition does without
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losing the authenticity that you have and not sounding like
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a robot just repeating the same things over and over again.
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The goal is to have the high level clear priorities
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and repeat them often to people so that those sound
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exactly the same all the time, so there's no difference
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in how they come out of your mouth, and your
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people don't hear different things or interpret things differently depending
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on what meeting they happen to be in with you.
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It's the literally the exact same thing that is at
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the high level kind of bullet point. What needs to
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change is how you have conversations about those things with
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the people in the room, and so you start with
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the bullet pointed priorities, and then you can dig into
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what that means to each person and get their perspective
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on it, because having people engage with you in the
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conversation around what those priorities are is more likely to
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get them to have it stick with them individually, and
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they might hear something in the room from somebody else
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they haven't heard before as a new way of processing it,
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and that might be the thing that causes them to think, oh,
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you know, this is how I can engage with this,
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or this is how I can contribute or participate, Whereas
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if it's just coming from you at the top, it
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can just sound like a robot kind of regurgitating the
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same script over and over again. So your words as
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a leader really shouldn't change much when it comes to
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repeating the priorities, because any change at all will cause
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your people to think, Okay, there's subtle differences here from
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what I heard before. You don't want there to be
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that case. You want there to be no differences. But
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then how you ask your people to engage with you,
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that's where the change can happen. That allows them to
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kind of hear it in a different way without you
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compromising the steadfastness of the repetition you're trying to kind
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of harness.
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Yeah, I would say too, Like it's funny because we
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tend to want to think about these things like this,
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like in like large, big corporate world where it's just like, oh,
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the you know, the leaders or the priorities or the whatever,
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the objectives are being repeated over and over again, and
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that's just how corporate world works. Well, I can tell
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you right now, I've got some friends that are entrepreneurs
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that own small businesses, that have scaled small businesses, and
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you know what, they do exactly the same thing, because
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they're trying to build an element of culture. They're trying
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to build an element of clear alignment on how you
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think as an entrepreneur, so that you can have people
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that think in a very different way. But in a
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way that you need them to. They build sopsy you know,
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they have things that they do when they talk to
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their teams and they expand their businesses where it's like
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this is this way for this reason, and this is
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why we use this language, and this is why we
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do these things this way. So again, like there is
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a magic in repetition. And if you really think about
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any of your favorite books that you've read from a
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your ship standpoint, any of your favorite Ted talks that
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you've watched, quotes that you've seen, I guarantee you you
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haven't just watched them once or listened to them once
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or read them once. You've gone back to them over
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and over and over and over again. Because there's an
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element of refreshing yourself with the words on a page
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or the words that were spoken or whatever that it
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helps to lock in and have you think about what's
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being said and kind of dissect it that way. So again,
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like there is a major element of this that is
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that we do for ourselves. That it happens, you know,
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in all sizes of business. And while you could sit
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there and I've been guilty as charged with this and
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be like I've heard this four million times now right,
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I could probably repeat it and then you go, oh,
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wait a minute, that's actually what they want me to do,
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is like that makes sense, that's the point, right, Like
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you're like oh okay, Like yeah, like it is something
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that you and I love that you kind of highlighted this,
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Like you have to do this if you're trying to
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create real clear alignment with your team, and you're to
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make sure that the message is clear and it doesn't
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vary from the words that are really supposed to be
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there for the message, allow the dialogue to vary and
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the conversation what does it mean to you? How do
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you connect with this? But the things really have to
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be very very consistent.
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Right for sure, Like this is this is often positioned
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to leaders as what is necessary in times of uncertainty.
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But if you think about it, if you know the
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example you gave, you said, you you know entrepreneurs who
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have scaled small businesses, there's nothing more uncertain than that, right, Like,
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uncertainty doesn't have to be new uncertainty. It doesn't have
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to be like, oh, everything was great, everything was stable,
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everything was certain, and then something happened and now things
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are uncertain, and now we have to react to it
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and make sure people are aligned. Like that's the kind
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of uncertainty that I think when when you when you
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talk about leading in times of uncertainty, but uncertainty comes
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from just leading in a place where you've never done before.
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So if you're scaling a small business, or if you're
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growing a business, or if you're you know, beating a
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team that is brand new to you or have new
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people on it, that's a lot of uncertainty too, because
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you're uncertainty is literally just leading with a in an
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environment where you cannot predict what people will do and
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what the outcomes are. And that doesn't have to be
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something that is like kind of like newly thrust in
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your in your lap to deal with it. Could just
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be the nature of the of the business. When you're
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developing an sop, the whole point of doing it is
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because repetition gets you better at doing it. And if
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you if you wake up every day and go, well,
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I have thirty things to do today, let's just like
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you know, randomly pick one out of a bag and
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do that. You know, no like getting into a routine
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where the thirty things you have to do that day
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get done. Every day in the exact same order where
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you where you leave space to be able to change
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up the order a little bit if you find ways
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of tweaking it, or if external factors kind of force
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you to do things in a different way. But in general,
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doing things in a routine or the exact same way
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over and over and over again is the only way,
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or at least the best way to get good at
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doing them well. And if you want your people to
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maintain the information that you're giving them and be able
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to react to that information in a way that is
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productive and to where they're not just kind of hoping
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they get it right, the way to do that is
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to create a sense of confidence and stability in what
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they are hearing from you on that message. And the
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only way that's possible is for that repetition to keep
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saying the same things over and over and over again,
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even if you're cringing saying it. There are ways to
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do it right, and there are ways to do it wrong,
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but trying to change it up to have a different message,
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because you don't want to say the same thing over
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and over again, you're actually hurting your abilities as a
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leader when you're doing that. Embrace that repetition and what
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the payoff is from your team when it comes to
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that repetition, and I think that you'll kind of see
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the value in doing it rather than just kind of
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thinking that you sound like a robot. Thank you for
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joining us on this SEP episode on employe Engagement. We'll
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see you next Thursday for the next month. You have
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a great day.
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Hey, this is Chris with Ackning your leadership. On today's
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discussion on employee engagement. I want to talk about some
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of the things that are important to leaders when leading
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in times of uncertainty, and how that can really impact
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the way that your employees not just engage in the
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work they're supposed to be doing, but in how they
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process and adapt to whatever the changing environment is, or
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whatever the change of processes or the uncertainty that they're experiencing.
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There's a thing that happened to me recently when I
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was in a meeting and I had been with a
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person who was a leader of a team a few
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different times over the course of a couple of weeks,
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and there was something that they said in this meeting
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that seemed like it was word for word what they
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had said in a previous meeting. And my kind of
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kneejerk reaction to that was to think, like, why are
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you're repeating the exact same thing again? Like these are
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the same people, the same team that you were with
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before you're with now, and you're saying the exact same
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thing again, and it sounds almost like you're repeating a script. Now,
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there are right and wrong ways to do this, and
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if it sounds like a script, then it can come
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off as insincere. But the idea of repeating something that
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is important, if it's a priority to the organization or
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to your team, the idea of repeating it often to people,
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even if they have already heard it several times, that
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is an actual tactic that leaders can use in order
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to make people feel more comfortable and more accepting over
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time of that change, of that uncertainty. And I don't
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want to discount the importance of it because I think
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a lot of times leaders think, oh, I've said this already,
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I don't need to say it again, and likely that's
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not the case.
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Yeah, no, it's so true. It's kind of like a
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major part of leadership many times is realizing that you
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do have to say the same things over and over
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and over again. Because it's not that it's not that
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it's out of laziness. I think that there's an element
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of being super clear and helping people to have an
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understanding of what the strategy is or what the vision is,
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or what you want to share, what you want them
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to think about. And there's been many times in my
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career where I felt the same way it's like, man like,
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I feel like I keep saying the same thing, and
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then it happens, and then and then somebody pulls you
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aside or somebody says something. They go, you know, you know,
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you say this thing all the time, and it's always
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a reminder to kind of be focused, and they're like, okay,
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Like there's a payoff to this to a degree. When
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people remember it, they understand it, it's clear to them
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they've got it down and now they have kind of
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built upon it in like their own way and their
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own words. But I think it's you know, it is
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it can be if you're in the audience and you've
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been to your point in those meetings or done those
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things and heard that person feel like, man like, I've
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heard this before. I've heard this many times before. I
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can understand that aspect of it. But I also believe
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that when you've heard it that many times or more
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than a few times, where it sticks out to you,
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it does mean that you're really paying attention. It does
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mean that you've heard this it's locked somewhere in your
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brain that you're able to reference the exact you know,
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words that are happening with what you're hearing now, and
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I think that speaks a little bit to why it's
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done and why it's necessary in a lot of cases.
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I also think when you're when you're leading leaders and
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we talk about it all the time as well, like
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you you have to have a really clear platform of
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your leadership. You've got to be very predictable and what
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you're going to do and how you're going to react
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to things and what's going to happen. And I think
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a part of that is that people are like, well,
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I know what he's going to say because he says
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that all the time, or like I, you know, I
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know how he's going to react because there's just a
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way in which he will take that information and asks,
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if it, questions about it. Kind of like you're building this, uh,
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you know, feeling of confidence in how you're going to
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lead your people by them actually kind of knowing what
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you'd say because they've heard it enough times or they've
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experienced the process enough times. In its while repetitive, it's consistent,
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and I think that is something that's really important piece
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of leadership.
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Yeah, I agree with you completely. I think that there's
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there's something that our brains do when we are about
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to process information, and a little switch is flipped depending
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on if we're processing brand new information or information that
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we've heard before. And so like you know, the first
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time you hear something, maybe you don't remember it fully,
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but it gets filed away somewhere because because you may
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not ever be able to repeat it again. But the
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next time somebody says it the exact same thing you've
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heard before, there is a part of you that says,
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I've heard this before. Like you, it's just it's an
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instant recollection and that you've heard this before. And there's
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something that I think that our brains do in those
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moments when we switch from I need to be ready
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for new information coming in two I can devote resources
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to processing the information that I've already received, because it's
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hard to process information while you're receiving new information. Right,
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So it's like you have a leader. You're throwing things
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at the team, like you have this to remember, and
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this to remember. This is the priority. That's the priority.
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All all these things are being thrown at the team,
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and as long as new things are coming, they've filed
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away the things you've already sent them, and they're in
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the back of their head, but there's no way for
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them to take the time to actually process what that means,
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or to put things into action, or or sometimes even
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recall them if they're in the the kind of the
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mode of I'm processing new information here, I need I need,
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I need to be able to receive more information because
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they need to be a catch all at first. But
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once you start to hear the same things over and
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over again, once your brain starts to hear in a
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meeting with your leader that you've been in, you know,
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every week for the last you know, the entire quarter,
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and you're hearing the exact same priorities again, there's something
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that happens where we say, okay, nothing new is coming.
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Now I can devote these resources to actually doing the
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things that I've been told. It's it's time to time
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to put these these materials that I've been thrown It's
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time to build a house out of them, you know,
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is opposed to just making sure they're not gonna hit
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me in the head as they're being thrown at me.
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And and there's a there's a there's a big difference
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in how that leads to a higher level of engagement
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of employees versus if you just you know, assume that
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you know something stuck because you said at one time,
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and you send them an email and then you you know,
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want to move on because you don't want to sound repetitive,
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because some leaders feel like if they sound repetitive, that
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it sounds cooked or or like it's you know, like
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it's a script, uh, and like a lack of authenticity.
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But but that's not necessarily the case. So I want
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to go over some of the things you can do
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is a leader to make sure that this is happening
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the right way and that you don't sound inauthentic, but
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that you also kind of harness the power of what
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repetition does for you. But first, let's give it up
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toward point of our sponsors. All Right, if you're a
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leader of people and you're trying to make sure that
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you can harness the power of what repetition does without
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losing the authenticity that you have and not sounding like
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a robot just repeating the same things over and over again.
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The goal is to have the high level clear priorities
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and repeat them often to people so that those sound
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exactly the same all the time, so there's no difference
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in how they come out of your mouth, and your
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people don't hear different things or interpret things differently depending
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on what meeting they happen to be in with you.
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It's the literally the exact same thing that is at
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the high level kind of bullet point. What needs to
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change is how you have conversations about those things with
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the people in the room, and so you start with
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the bullet pointed priorities, and then you can dig into
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what that means to each person and get their perspective
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on it, because having people engage with you in the
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conversation around what those priorities are is more likely to
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get them to have it stick with them individually, and
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they might hear something in the room from somebody else
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they haven't heard before as a new way of processing it,
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and that might be the thing that causes them to think, oh,
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you know, this is how I can engage with this,
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or this is how I can contribute or participate, Whereas
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if it's just coming from you at the top, it
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can just sound like a robot kind of regurgitating the
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same script over and over again. So your words as
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a leader really shouldn't change much when it comes to
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repeating the priorities, because any change at all will cause
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your people to think, Okay, there's subtle differences here from
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what I heard before. You don't want there to be
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that case. You want there to be no differences. But
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then how you ask your people to engage with you,
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that's where the change can happen. That allows them to
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kind of hear it in a different way without you
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compromising the steadfastness of the repetition you're trying to kind
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of harness.
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Yeah, I would say too, Like it's funny because we
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tend to want to think about these things like this,
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like in like large, big corporate world where it's just like, oh,
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the you know, the leaders or the priorities or the whatever,
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the objectives are being repeated over and over again, and
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that's just how corporate world works. Well, I can tell
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you right now, I've got some friends that are entrepreneurs
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that own small businesses, that have scaled small businesses, and
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you know what, they do exactly the same thing, because
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they're trying to build an element of culture. They're trying
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to build an element of clear alignment on how you
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think as an entrepreneur, so that you can have people
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that think in a very different way. But in a
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way that you need them to. They build sopsy you know,
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they have things that they do when they talk to
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their teams and they expand their businesses where it's like
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this is this way for this reason, and this is
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why we use this language, and this is why we
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do these things this way. So again, like there is
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a magic in repetition. And if you really think about
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any of your favorite books that you've read from a
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your ship standpoint, any of your favorite Ted talks that
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you've watched, quotes that you've seen, I guarantee you you
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haven't just watched them once or listened to them once
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or read them once. You've gone back to them over
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and over and over and over again. Because there's an
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element of refreshing yourself with the words on a page
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or the words that were spoken or whatever that it
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helps to lock in and have you think about what's
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being said and kind of dissect it that way. So again,
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like there is a major element of this that is
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that we do for ourselves. That it happens, you know,
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in all sizes of business. And while you could sit
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there and I've been guilty as charged with this and
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be like I've heard this four million times now right,
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I could probably repeat it and then you go, oh,
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wait a minute, that's actually what they want me to do,
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is like that makes sense, that's the point, right, Like
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you're like oh okay, Like yeah, like it is something
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that you and I love that you kind of highlighted this,
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Like you have to do this if you're trying to
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create real clear alignment with your team, and you're to
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make sure that the message is clear and it doesn't
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vary from the words that are really supposed to be
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there for the message, allow the dialogue to vary and
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the conversation what does it mean to you? How do
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you connect with this? But the things really have to
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be very very consistent.
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Right for sure, Like this is this is often positioned
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to leaders as what is necessary in times of uncertainty.
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But if you think about it, if you know the
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example you gave, you said, you you know entrepreneurs who
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have scaled small businesses, there's nothing more uncertain than that, right, Like,
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uncertainty doesn't have to be new uncertainty. It doesn't have
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to be like, oh, everything was great, everything was stable,
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everything was certain, and then something happened and now things
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are uncertain, and now we have to react to it
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and make sure people are aligned. Like that's the kind
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of uncertainty that I think when when you when you
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talk about leading in times of uncertainty, but uncertainty comes
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from just leading in a place where you've never done before.
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So if you're scaling a small business, or if you're
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growing a business, or if you're you know, beating a
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team that is brand new to you or have new
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people on it, that's a lot of uncertainty too, because
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you're uncertainty is literally just leading with a in an
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environment where you cannot predict what people will do and
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what the outcomes are. And that doesn't have to be
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something that is like kind of like newly thrust in
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your in your lap to deal with it. Could just
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be the nature of the of the business. When you're
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developing an sop, the whole point of doing it is
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because repetition gets you better at doing it. And if
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you if you wake up every day and go, well,
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I have thirty things to do today, let's just like
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you know, randomly pick one out of a bag and
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do that. You know, no like getting into a routine
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where the thirty things you have to do that day
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get done. Every day in the exact same order where
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you where you leave space to be able to change
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up the order a little bit if you find ways
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of tweaking it, or if external factors kind of force
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you to do things in a different way. But in general,
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doing things in a routine or the exact same way
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over and over and over again is the only way,
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or at least the best way to get good at
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doing them well. And if you want your people to
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maintain the information that you're giving them and be able
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to react to that information in a way that is
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productive and to where they're not just kind of hoping
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they get it right, the way to do that is
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to create a sense of confidence and stability in what
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they are hearing from you on that message. And the
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only way that's possible is for that repetition to keep
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saying the same things over and over and over again,
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even if you're cringing saying it. There are ways to
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do it right, and there are ways to do it wrong,
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but trying to change it up to have a different message,
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because you don't want to say the same thing over
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and over again, you're actually hurting your abilities as a
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leader when you're doing that. Embrace that repetition and what
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the payoff is from your team when it comes to
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that repetition, and I think that you'll kind of see
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the value in doing it rather than just kind of
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thinking that you sound like a robot. Thank you for
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joining us on this SEP episode on employe Engagement. We'll
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see you next Thursday for the next month. You have
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a great day.
