WEBVTT
1
00:00:01.120 --> 00:00:02.359
Welcome to Hacking Your Leadership.
2
00:00:02.399 --> 00:00:04.200
I'm Chris and I'm Lorenzo.
3
00:00:03.799 --> 00:00:05.919
And Lorenzo on this episode, I want to start asking
4
00:00:05.919 --> 00:00:08.919
you a question. Have you ever had a situation or
5
00:00:08.960 --> 00:00:12.679
been in a situation where you were getting your work
6
00:00:12.720 --> 00:00:16.640
done and your team was getting their work done, things
7
00:00:16.640 --> 00:00:20.719
were going well, and your leader or another leader that
8
00:00:20.800 --> 00:00:23.440
you either have a direct line or a dotted line
9
00:00:23.440 --> 00:00:26.559
two walks into the office or the room or the
10
00:00:26.559 --> 00:00:32.119
building wherever you are, and the energy of the room
11
00:00:32.439 --> 00:00:37.320
just changes from from a standpoint of Hey, we're all
12
00:00:37.320 --> 00:00:41.240
getting our work done to oh my gosh, this person's here.
13
00:00:42.320 --> 00:00:44.439
Let's focus on making sure that we do whatever it
14
00:00:44.520 --> 00:00:46.920
is that they want to have done, not what we're
15
00:00:46.960 --> 00:00:49.600
supposed to be doing. Well, what if they want done
16
00:00:49.679 --> 00:00:51.560
what we're supposed to get done. I don't know the
17
00:00:51.600 --> 00:00:53.280
answer to that question. Yeah, I gotta find out what
18
00:00:53.320 --> 00:00:55.679
it is that they want done today, and then we
19
00:00:55.679 --> 00:00:57.600
can decide whether or not we're doing what we're supposed
20
00:00:57.600 --> 00:00:59.960
to do or whatever it is that they want us.
21
00:00:59.840 --> 00:01:00.640
To do right now.
22
00:01:01.039 --> 00:01:03.320
But but you don't really know what you're supposed to do,
23
00:01:03.600 --> 00:01:05.879
and so there's just kind of this like almost a
24
00:01:05.920 --> 00:01:08.359
scrambling of like let's just try to make sure that
25
00:01:08.400 --> 00:01:09.519
we placate this person.
26
00:01:09.719 --> 00:01:11.760
Yeah, that was a really long question first of all,
27
00:01:12.280 --> 00:01:14.040
and it felt like you needed to get that all out.
28
00:01:14.120 --> 00:01:16.000
So I'm here for you and I appreciate you sharing
29
00:01:16.040 --> 00:01:17.920
with me and experience you've been through.
30
00:01:19.480 --> 00:01:21.280
I've been that experience many times.
31
00:01:21.959 --> 00:01:22.439
Exactly.
32
00:01:22.599 --> 00:01:27.200
Yes, absolutely, Yes, there is an edge that you want
33
00:01:27.239 --> 00:01:32.120
to have as a leader, which is, you know, like,
34
00:01:32.200 --> 00:01:33.920
let's make sure that we're doing what we're supposed to
35
00:01:33.959 --> 00:01:36.280
be doing. Let's make sure that we're focused on the
36
00:01:36.280 --> 00:01:38.000
work at hands like that. That's a part of that
37
00:01:38.000 --> 00:01:41.239
that you kind of want to have an impact. You
38
00:01:41.319 --> 00:01:44.480
want to be able to shift the energy in a
39
00:01:44.560 --> 00:01:47.439
room as a leader when you walk in the kicker
40
00:01:47.480 --> 00:01:48.959
and I think what we'll talk about today is though,
41
00:01:49.079 --> 00:01:51.120
but what is that energy and how do you do
42
00:01:51.200 --> 00:01:53.680
it in a way that is that may have a
43
00:01:53.719 --> 00:01:55.480
little bit of edge to it, but also that like
44
00:01:55.920 --> 00:01:59.000
it's okay, like like like so I think that, like
45
00:01:59.079 --> 00:02:02.920
I've had leaders that have shown me like both sides
46
00:02:02.959 --> 00:02:06.519
of that where it's like they walk in, everything gets quiet,
47
00:02:06.560 --> 00:02:08.599
everybody gets kind of tight, and it's just like I
48
00:02:08.599 --> 00:02:11.400
don't know, like you know what, there's there's no there's
49
00:02:11.439 --> 00:02:15.719
no understanding of maybe how or what or what they're
50
00:02:15.759 --> 00:02:17.520
going to respond to, what they're going to ask, Like
51
00:02:17.560 --> 00:02:20.840
it just feels like they're monitoring to make sure people
52
00:02:20.879 --> 00:02:22.000
are being productive.
53
00:02:22.439 --> 00:02:24.199
Even if you're being productive.
54
00:02:24.639 --> 00:02:27.159
And they're productive their definition not your own.
55
00:02:27.560 --> 00:02:31.199
Exactly right right yeah, Or and it's like or another
56
00:02:31.240 --> 00:02:34.879
liddle will walk in and just like bringing a energy
57
00:02:35.000 --> 00:02:39.240
that's like fun and like what's going on? Just working
58
00:02:39.360 --> 00:02:40.840
like you know, like what are you guys working on?
59
00:02:40.919 --> 00:02:43.280
And it's not like the what are you guys working on?
60
00:02:43.680 --> 00:02:45.439
But it's more of the like what do you know?
61
00:02:45.479 --> 00:02:47.159
What do you what's going on today? Like walk me
62
00:02:47.159 --> 00:02:49.039
through what you're like that type of energy where it's
63
00:02:49.080 --> 00:02:51.759
like it's fun, it's it is they're doing the job,
64
00:02:51.919 --> 00:02:54.319
is validating, they're making sure that people are getting stuff done.
65
00:02:54.400 --> 00:02:58.639
But there's this feeling of like they're here to help,
66
00:02:58.639 --> 00:03:00.960
they're here to support, they're here to so yeah, like
67
00:03:01.000 --> 00:03:07.159
I've definitely seen a big difference in the energy that
68
00:03:07.240 --> 00:03:10.759
leaders bring in. But I've absolutely seen leaders that walk
69
00:03:10.800 --> 00:03:13.360
into a room and it gets it gets stuffy all
70
00:03:13.360 --> 00:03:15.120
of a sudden, and people are just like, you know,
71
00:03:15.680 --> 00:03:18.560
while we may have been being productive, we probably felt
72
00:03:19.960 --> 00:03:22.919
a little looser, a little bit more like, you know,
73
00:03:22.960 --> 00:03:25.199
we're having a good time while we work hard, and
74
00:03:25.240 --> 00:03:28.280
now it's like it's only time for work, and that
75
00:03:28.280 --> 00:03:30.280
that could that makes it difficult, and it makes it
76
00:03:30.520 --> 00:03:32.599
I think, in a lot of instances harder to.
77
00:03:35.520 --> 00:03:36.360
I think harder to.
78
00:03:38.080 --> 00:03:43.319
Bring your all of your own energy to something when
79
00:03:43.360 --> 00:03:46.919
you're kind of feeling like somebody is you know, limiting
80
00:03:46.960 --> 00:03:49.120
that or tapping that to a degree in a negative way. Right.
81
00:03:49.360 --> 00:03:51.240
One of the things you said there was that as
82
00:03:51.280 --> 00:03:52.840
a leader, you want to be able to impact the
83
00:03:52.879 --> 00:03:55.800
energy of a room, and I, yeah, I agree with that.
84
00:03:55.840 --> 00:03:58.080
I think I think it's a much bigger problem if
85
00:03:58.240 --> 00:04:00.240
if you, as a leader walk into a room and
86
00:04:00.280 --> 00:04:03.400
you have no impact on the energy in either direction,
87
00:04:04.039 --> 00:04:06.759
that that underscores an even larger problem. That means that
88
00:04:06.800 --> 00:04:08.759
you no longer to have influence over your over your team.
89
00:04:09.199 --> 00:04:13.800
But if if most leaders do impact the energy of
90
00:04:13.840 --> 00:04:15.879
a room when they walk in, most do, whether it's
91
00:04:15.919 --> 00:04:19.079
positive or negative. The vast majority of leaders do have
92
00:04:19.120 --> 00:04:21.279
an impact on the energy. And you know, we have
93
00:04:21.319 --> 00:04:24.920
a we have a mutual friend and you know common uh,
94
00:04:25.160 --> 00:04:27.319
you know, leader and mentor that we have had in
95
00:04:27.360 --> 00:04:31.759
our own lives that talked about the importance of the
96
00:04:31.800 --> 00:04:35.439
responsibility that a leader has to make sure that the
97
00:04:35.639 --> 00:04:39.079
energy in a room is a positive energy, that that
98
00:04:39.199 --> 00:04:42.160
even if there's you know, things going on that would
99
00:04:42.399 --> 00:04:45.079
that would not be in necessarily positive things, even if
100
00:04:45.079 --> 00:04:47.360
there's some things to talk about or work that has
101
00:04:47.399 --> 00:04:49.240
to get done that might not be as fun to
102
00:04:49.279 --> 00:04:52.519
get done, or that might not be as you knows,
103
00:04:52.639 --> 00:04:58.079
as celebratory because there's other things happening that that's unrelated.
104
00:04:58.240 --> 00:05:00.800
Like you can do all that all those things and
105
00:05:00.839 --> 00:05:03.519
get all those things done and talk about the difficult
106
00:05:03.560 --> 00:05:05.920
things you have to talk about and get the hard
107
00:05:05.959 --> 00:05:09.240
work done as part of the conversation without having the
108
00:05:09.399 --> 00:05:13.519
energy be negative in the room. Because if the energy
109
00:05:13.560 --> 00:05:18.199
is negative, because you're allowing the subject matter to dictate
110
00:05:18.920 --> 00:05:21.959
your own kind of emotional states when you come into
111
00:05:22.000 --> 00:05:26.040
a room, then that's what's contagious. The news or the
112
00:05:27.720 --> 00:05:29.319
thing that has to be dealt with that might not
113
00:05:29.399 --> 00:05:34.079
be as positive, that doesn't impact the room unless you
114
00:05:34.120 --> 00:05:36.040
allow it to impact you as a leader, and then
115
00:05:36.120 --> 00:05:38.720
you have essentially impacted the room. I think I think
116
00:05:38.720 --> 00:05:41.240
a lot of leaders kind of use as a cop out, well,
117
00:05:41.680 --> 00:05:44.079
I didn't change energy. We have a lot of things
118
00:05:44.120 --> 00:05:46.879
to go over that were not necessarily positive, that were
119
00:05:47.560 --> 00:05:50.279
that were you know, kind of holding ourselves accountable to
120
00:05:51.160 --> 00:05:53.560
results that weren't you know, being delivered, and now we
121
00:05:53.560 --> 00:05:55.600
have to deliver them. All those things and a leader
122
00:05:55.639 --> 00:05:58.639
can say that's what brought the energy of the room down,
123
00:05:58.680 --> 00:06:01.120
not me, and that's be yes, you know, you can
124
00:06:01.120 --> 00:06:03.959
talk about those things in a positive way. And you know,
125
00:06:04.319 --> 00:06:07.240
I read something recently that talked about the importance of
126
00:06:07.720 --> 00:06:09.959
whatever energy that you bring to a room as a leader,
127
00:06:10.079 --> 00:06:12.639
that it creates a sense of urgency. And while I
128
00:06:12.680 --> 00:06:14.920
believe that's true, I do agree that you need to
129
00:06:14.920 --> 00:06:19.720
have a sense of urgency around getting the work done
130
00:06:19.879 --> 00:06:22.240
and around making sure that you understand that you're taking
131
00:06:22.279 --> 00:06:26.160
your job seriously without taking yourself to you seriously. That is,
132
00:06:26.839 --> 00:06:30.560
it's necessary, but not sufficient that definition. So the energy
133
00:06:30.560 --> 00:06:33.639
has to create urgency, But there's plenty of urgency that
134
00:06:33.639 --> 00:06:36.560
gets created by leaders in their energy that is not
135
00:06:36.680 --> 00:06:40.600
urgency around a shared goal or a common vision, or
136
00:06:40.839 --> 00:06:44.360
allowing people to be themselves in whatever space they're in
137
00:06:45.040 --> 00:06:48.439
as far as what their level of energy looks like
138
00:06:48.879 --> 00:06:52.240
and accepting all kinds and understanding that people will be
139
00:06:52.279 --> 00:06:55.519
the most productive if they are able to bring whatever
140
00:06:56.079 --> 00:06:59.319
energy feels authentic and natural to them, and you as
141
00:06:59.319 --> 00:07:01.800
the leader, have to commodate all of those things as
142
00:07:01.800 --> 00:07:05.000
long as you know the people are remaining positive. That's
143
00:07:05.120 --> 00:07:08.120
different than urgency that says, you know, we're going to
144
00:07:08.160 --> 00:07:11.680
focus on the flavor of the month, not overall you know,
145
00:07:11.720 --> 00:07:16.680
guiding principles and overall you know values that that that
146
00:07:16.839 --> 00:07:19.240
suppose that are supposed to impact the works that we're
147
00:07:19.240 --> 00:07:19.720
getting done.
148
00:07:19.839 --> 00:07:22.720
Yeah, it's it's kind of like I can create urgency
149
00:07:22.959 --> 00:07:26.959
by simply saying like, hey, this is this is important,
150
00:07:27.000 --> 00:07:30.680
this needs to be addressed, fixed, adjusted, whatever the case is,
151
00:07:30.680 --> 00:07:32.600
Like we need to focus on this and we need
152
00:07:32.639 --> 00:07:34.759
to make sure that we have a different outcome by
153
00:07:34.759 --> 00:07:37.839
four pm today. Like I can create urgency, right and
154
00:07:37.879 --> 00:07:40.000
then like and everybody knowing that at you know, four
155
00:07:40.040 --> 00:07:42.240
pm today, if we're not there, then we're gonna have
156
00:07:42.279 --> 00:07:44.959
some conversations or validate all your work or dig into
157
00:07:45.000 --> 00:07:47.000
what you're doing. Like there's a way to create that
158
00:07:47.079 --> 00:07:50.319
type of urgency where it's like you have a deadline
159
00:07:50.680 --> 00:07:55.199
or you know, you're applying pressure to create urgency then
160
00:07:55.360 --> 00:07:57.720
there's the urgency that I think you're talking a little
161
00:07:57.759 --> 00:08:00.519
bit about, which is like, hey, here is something that
162
00:08:00.560 --> 00:08:04.439
we are collectively having an opportunity with. We know we
163
00:08:04.480 --> 00:08:06.160
can be better here. We know that when we focus
164
00:08:06.240 --> 00:08:09.319
our energy and our behaviors, we can accomplish this thing.
165
00:08:09.759 --> 00:08:11.480
Let's talk through this. Why do you think that we're
166
00:08:11.519 --> 00:08:13.920
seeing this? What are the things that are maybe stopping
167
00:08:14.000 --> 00:08:17.480
us here? Are we being you know, honest about our
168
00:08:17.519 --> 00:08:19.879
own efforts and making sure that we're doing this thing?
169
00:08:21.000 --> 00:08:23.439
Can we do this today? You know? Do we do?
170
00:08:23.519 --> 00:08:25.759
We feel that we're capable of delivering on this? What
171
00:08:25.759 --> 00:08:28.040
would it take for us to do that? What we
172
00:08:28.079 --> 00:08:32.399
all have to do? You know, let's and you're gathering
173
00:08:32.440 --> 00:08:34.600
people to say, like, let's let's do we want to
174
00:08:34.679 --> 00:08:36.600
check in by four o'clock. I know that we can
175
00:08:36.639 --> 00:08:38.759
do this if we all put our minds to it
176
00:08:38.799 --> 00:08:41.159
and kind of focus on it. What else needs to
177
00:08:41.159 --> 00:08:43.000
happen today for us to make sure that we get that?
178
00:08:43.039 --> 00:08:44.559
Where do you want me to spend my time as
179
00:08:44.559 --> 00:08:46.120
the leader to make sure that we help to get
180
00:08:46.120 --> 00:08:49.039
this all done? Like you can rally a team, create
181
00:08:49.159 --> 00:08:51.759
urgency and then celebrate when you get to that point
182
00:08:52.080 --> 00:08:54.480
or celebrate like when you've gotten really close if like
183
00:08:54.519 --> 00:08:56.480
the you know, the best effort's been put forward to that.
184
00:08:56.639 --> 00:09:00.799
But I think those are the things that as a
185
00:09:00.919 --> 00:09:04.720
leader considering how do you create urgency? What are the
186
00:09:04.759 --> 00:09:07.799
things that you're saying or doing for your team to
187
00:09:07.879 --> 00:09:10.720
make them either feel like they're a part of it
188
00:09:10.759 --> 00:09:14.440
and they believe and they're up for the challenge, or
189
00:09:15.000 --> 00:09:18.679
it's a requirement, it's an expectation and you're just going
190
00:09:18.720 --> 00:09:20.200
to manage them to get to the to whatever it
191
00:09:20.200 --> 00:09:22.840
is that you want to get accomplished. Like that's kind
192
00:09:22.879 --> 00:09:27.639
of how I think about, you know, kind of urgency
193
00:09:27.720 --> 00:09:29.799
in leadership and the energy that you bring to that.
194
00:09:30.639 --> 00:09:33.360
But sometimes you know there are almost you have to
195
00:09:33.360 --> 00:09:35.399
be very direct. But I think when you have to
196
00:09:35.399 --> 00:09:37.840
get direct or say like, hey, we've got to fix this,
197
00:09:38.320 --> 00:09:40.320
if you've done all of that work ahead of time
198
00:09:40.360 --> 00:09:42.600
and you've built that relationship and that's your style of
199
00:09:42.759 --> 00:09:45.840
working with the team, they can sense the urgency in that,
200
00:09:45.919 --> 00:09:48.200
but they will activate to want to get it done.
201
00:09:48.960 --> 00:09:52.039
Not because today you've been very direct or clear about something,
202
00:09:52.039 --> 00:09:55.759
but because over time you've built that relationship where they're like, no,
203
00:09:55.840 --> 00:09:57.679
we get it. Like, we don't want to let you down,
204
00:09:57.720 --> 00:09:59.360
we don't want to let the company down, we don't
205
00:09:59.360 --> 00:09:59.879
want to let.
206
00:09:59.759 --> 00:10:01.360
The customer down, whatever.
207
00:10:01.559 --> 00:10:06.759
Like they have a feeling of obligation because you've established
208
00:10:06.799 --> 00:10:09.960
it over time, instead of feeling of an obligation because
209
00:10:10.000 --> 00:10:11.759
you told them they have to be obliged to it.
210
00:10:12.039 --> 00:10:13.679
You know, those are two very different things, I.
211
00:10:13.720 --> 00:10:16.399
Think, right, right, if I think back to that four
212
00:10:16.440 --> 00:10:18.519
box that we've talked about before on the show about
213
00:10:18.519 --> 00:10:22.080
if something is urgent or important or urgent and important,
214
00:10:22.200 --> 00:10:26.159
right so creating a sense of urgency, it needs to
215
00:10:27.200 --> 00:10:29.879
it needs to fall in the correct box. Because if
216
00:10:29.879 --> 00:10:32.799
that sense of urgency that you are, that you are
217
00:10:32.840 --> 00:10:35.840
bringing with your energy to a room or to a
218
00:10:35.840 --> 00:10:38.440
team meeting or whatever that looks like, if that sense
219
00:10:38.480 --> 00:10:43.039
of urgency, if if what your people take from it
220
00:10:43.080 --> 00:10:46.519
is I don't know what the expectation is going to
221
00:10:46.600 --> 00:10:49.080
be today. I have to wait and hear Lorenzo talk
222
00:10:49.120 --> 00:10:51.120
about it first before I know what it's going to be.
223
00:10:51.799 --> 00:10:54.120
That that implies either a you don't talk to your
224
00:10:54.120 --> 00:10:56.360
people at all about what the what the goals are,
225
00:10:56.440 --> 00:10:58.759
what the what the responsibility is, and they have to
226
00:10:58.840 --> 00:11:01.080
kind of wait to hear it from you piecemeal on
227
00:11:01.120 --> 00:11:04.559
a day by day basis, or it means that you
228
00:11:05.559 --> 00:11:08.879
don't have a clear vision of what you want people
229
00:11:08.919 --> 00:11:11.320
getting done on a day to day basis, and so
230
00:11:11.759 --> 00:11:15.000
you wait to see what's urgent and important own on
231
00:11:15.039 --> 00:11:18.039
your own plate for that day, and then you delegate
232
00:11:18.039 --> 00:11:19.440
it out to the team, and they say they have
233
00:11:19.440 --> 00:11:21.679
no idea what to expect on a given day until
234
00:11:21.720 --> 00:11:24.600
you get to work and kind of assign their tasks.
235
00:11:24.639 --> 00:11:26.080
And when that.
236
00:11:26.080 --> 00:11:30.080
Happens, everything goes into the urgent and important category, even
237
00:11:30.080 --> 00:11:33.279
things that don't belong there. And so there's a sense
238
00:11:33.279 --> 00:11:36.320
of urgency, a sense of urgency around something that has
239
00:11:36.320 --> 00:11:38.679
to get done by four o'clock that does fall into
240
00:11:38.720 --> 00:11:41.720
the urgent and important category, a sense of urgency around
241
00:11:41.799 --> 00:11:43.480
something that has to get done by the end of
242
00:11:43.519 --> 00:11:45.840
a quarter or by the end of a year, or
243
00:11:46.120 --> 00:11:49.080
a sense of urgency around just making sure that whatever
244
00:11:49.240 --> 00:11:52.639
metric or scorecard you're looking at, or or a result
245
00:11:52.759 --> 00:11:55.799
that is rooted in behavior as you're looking at, if
246
00:11:55.799 --> 00:11:58.000
the sense of urgency is around just making sure that
247
00:11:58.080 --> 00:12:00.879
it's slowly getting better over time, was that it's better
248
00:12:00.919 --> 00:12:03.360
next week than it was last week, regardless of what
249
00:12:03.399 --> 00:12:08.240
the that outcome looks like. That type of urgency that
250
00:12:08.360 --> 00:12:10.240
is that is rooted in the energy you bring to them,
251
00:12:10.320 --> 00:12:12.759
that's that can be a very positive force. That can
252
00:12:12.799 --> 00:12:15.799
be a force that says, you know, this is important
253
00:12:15.879 --> 00:12:17.840
and it's part of your job expectation, and we have
254
00:12:17.919 --> 00:12:20.919
to get this done. But you know what this is
255
00:12:20.960 --> 00:12:23.080
going to be every day in advance without me even
256
00:12:23.120 --> 00:12:25.320
being in the room. So if I come into the room,
257
00:12:25.720 --> 00:12:29.600
the energy shouldn't change from a from a positive to
258
00:12:29.639 --> 00:12:31.840
a negative. It might be that everybody kind of ups
259
00:12:31.840 --> 00:12:34.000
their game a little bit because the bosses in the room.
260
00:12:34.279 --> 00:12:35.080
You know that.
261
00:12:34.799 --> 00:12:37.960
That's a kind of a naturally occurring thing that happens
262
00:12:38.000 --> 00:12:40.919
on all teams. But but that energy, that kind of
263
00:12:40.960 --> 00:12:43.360
heightened sense of urgency that happens when a leader walks
264
00:12:43.360 --> 00:12:46.519
in the room, if it's rooted in the right things,
265
00:12:46.919 --> 00:12:50.159
it it won't cause people to scramble. It will just
266
00:12:50.159 --> 00:12:53.320
cause people to kind of maybe up the level of
267
00:12:53.360 --> 00:12:57.080
productivity or or commitment to the behaviors that they're supposed
268
00:12:57.080 --> 00:12:59.200
to be doing all the time. And maybe they do it,
269
00:12:59.360 --> 00:13:01.360
you know, eighty percent of the time when the leader's
270
00:13:01.399 --> 00:13:03.039
not in the room, and then one hundred percent of
271
00:13:03.039 --> 00:13:04.639
the time when the leader is in the room, that
272
00:13:04.720 --> 00:13:07.080
kind of energy is fine. But if it's energy that
273
00:13:07.639 --> 00:13:11.159
starts out with people doing nothing or or kind of
274
00:13:12.000 --> 00:13:15.679
not executing on the behaviors that they're told to do, ever,
275
00:13:16.240 --> 00:13:17.600
and then all of a sudden you walk in the
276
00:13:17.639 --> 00:13:20.440
room and it goes to one hundred percent, then that
277
00:13:20.480 --> 00:13:23.200
implies that you don't have the influence or the authority
278
00:13:23.519 --> 00:13:27.159
to you know, needed to lead them in your own absence,
279
00:13:27.200 --> 00:13:29.000
and you have to be there. And that can be
280
00:13:29.039 --> 00:13:32.080
a very easy cycle to get into. That causes leaders
281
00:13:32.120 --> 00:13:34.720
to bring a sense of urgency that is rooted in
282
00:13:34.720 --> 00:13:37.279
a negative urgency as opposed.
283
00:13:36.919 --> 00:13:39.480
To a positive absolutely and with that it brings us
284
00:13:39.480 --> 00:13:40.679
to this episode's one minute hack.
285
00:13:40.759 --> 00:13:42.320
But first a few words from more sponsors.
286
00:13:43.279 --> 00:13:44.919
All Right, this episode is one minute hack is about
287
00:13:44.919 --> 00:13:47.159
the pre work that you need to do before you
288
00:13:47.240 --> 00:13:50.840
interact with your team to make sure that the urgency
289
00:13:50.960 --> 00:13:53.320
in the energy you bring to the room is rooted
290
00:13:53.360 --> 00:13:55.879
in the right thing. And so if it's rooted in
291
00:13:56.559 --> 00:14:00.879
you transferring the urgency you feel from your own leader
292
00:14:01.200 --> 00:14:04.639
onto your team, that will come off negatively. But if
293
00:14:04.720 --> 00:14:09.039
it's rooted in your actual belief in whatever these things
294
00:14:09.080 --> 00:14:11.279
are that need to get done, not that you just
295
00:14:11.320 --> 00:14:14.399
feel that urgency coming from your own boss. Then it
296
00:14:14.399 --> 00:14:16.679
will come off more positively. And so when you're when
297
00:14:16.679 --> 00:14:19.440
you think about the words that you're saying, understand that
298
00:14:19.600 --> 00:14:22.519
the the transfer of belief that you have as a
299
00:14:22.600 --> 00:14:26.720
leader that is conveyed through your energy and your emotion,
300
00:14:27.320 --> 00:14:29.519
not through the words that you're saying. It's it's how
301
00:14:29.559 --> 00:14:32.519
you say it. There are ways to say the thing
302
00:14:32.600 --> 00:14:34.960
to your team that needs to get done or or
303
00:14:35.000 --> 00:14:37.840
the words can be you know, written down on paper
304
00:14:38.200 --> 00:14:41.279
that say what needs to get done, and depending on
305
00:14:41.320 --> 00:14:44.759
how you say them out loud, that will determine what
306
00:14:45.240 --> 00:14:48.039
they feel about it, not what the actual you know,
307
00:14:48.200 --> 00:14:50.919
task is, or what the the thing is that there's
308
00:14:50.960 --> 00:14:54.200
now some urgency around. It's it's how you come off
309
00:14:54.240 --> 00:14:57.320
in your emotion and your energy when conveying.
310
00:14:56.879 --> 00:14:57.360
It to them.
311
00:14:57.720 --> 00:15:01.000
And so take the time before you do these things
312
00:15:01.000 --> 00:15:02.960
with your team to make sure that it's rooted in
313
00:15:02.960 --> 00:15:06.399
the right place. If you are having a tendency to
314
00:15:06.399 --> 00:15:09.840
transfer a negative sense of urgency to your team, typically
315
00:15:09.919 --> 00:15:12.039
that means that you're not boughting yourself to whatever it
316
00:15:12.120 --> 00:15:15.120
is and you're just trying to hopefully instill that urgency
317
00:15:15.120 --> 00:15:17.759
in them that you feel from your own boss. If
318
00:15:17.799 --> 00:15:20.039
you're feeling that, it's your responsibility to go back to
319
00:15:20.080 --> 00:15:22.240
your boss or somebody else who you can talk to
320
00:15:22.240 --> 00:15:25.120
to figure out what is behind the thing that you
321
00:15:25.120 --> 00:15:26.879
need to get done, or the behaviors that you need
322
00:15:26.919 --> 00:15:29.559
to kind of help roll out to your team, the
323
00:15:29.600 --> 00:15:32.360
strategy that has to be executed. Whatever those things are,
324
00:15:32.960 --> 00:15:35.080
you need to be fully bought into them for real,
325
00:15:35.360 --> 00:15:37.360
not in a fake way, not in I want to
326
00:15:37.440 --> 00:15:39.559
keep my job way, but in a I can see
327
00:15:39.559 --> 00:15:42.759
why this is important to the organization and to me
328
00:15:43.039 --> 00:15:45.320
in my role, and how it can open doors for
329
00:15:45.399 --> 00:15:47.519
my team if it's done correctly. If you go into
330
00:15:47.519 --> 00:15:50.639
it with that mindset and having that belief in yourself,
331
00:15:51.120 --> 00:15:53.960
that will transfer to your team, and that urgency that
332
00:15:54.000 --> 00:15:56.320
gets brought in your energy will be from a positive
333
00:15:56.320 --> 00:15:59.799
place that they can buy into, not from a negative place.
334
00:15:59.799 --> 00:16:01.960
That says, we don't know how Lorenzo's going to treat
335
00:16:02.000 --> 00:16:04.159
us today versus tomorrow, because we don't know what his
336
00:16:04.200 --> 00:16:06.039
boss is going to say to him today or tomorrow
337
00:16:06.240 --> 00:16:07.840
and what things is going to bring to us. That
338
00:16:08.120 --> 00:16:10.279
now all of a sudden, are the most important thing
339
00:16:10.279 --> 00:16:12.159
in the world that weren't the most important thing in
340
00:16:12.200 --> 00:16:12.960
the world yesterday.
341
00:16:13.080 --> 00:16:15.039
Yeah, I think it's a great call out, like in
342
00:16:15.039 --> 00:16:21.919
those spaces where you have to create urgency, how are you, Yeah,
343
00:16:21.960 --> 00:16:23.639
how are you thinking about the urgency that you have
344
00:16:23.720 --> 00:16:25.559
to create and why you have to create it? And
345
00:16:27.679 --> 00:16:30.879
you know, most of the time when it's urgent, not
346
00:16:30.960 --> 00:16:33.080
all of the time. I've been there plenty of times
347
00:16:33.120 --> 00:16:35.559
when it's like you've been doing the thing that you're
348
00:16:35.600 --> 00:16:37.679
supposed to be doing, but now like it needs to
349
00:16:37.720 --> 00:16:41.679
happen faster, and it's like, okay, like that that's different then, right,
350
00:16:41.759 --> 00:16:46.200
That's different than all like pulling fire alarms all day
351
00:16:46.240 --> 00:16:49.919
long because you're just not prepared for the things that
352
00:16:49.960 --> 00:16:51.679
have been going on around you. And I think that
353
00:16:52.360 --> 00:16:57.159
to your point as a leader, staying ahead, understanding what
354
00:16:57.320 --> 00:17:00.879
things are truly urgent, knowing why things are urgent, but
355
00:17:01.000 --> 00:17:04.720
also having a team that realizes that, like we're we're
356
00:17:04.759 --> 00:17:07.400
gonna continue to do what we always do because that's
357
00:17:07.599 --> 00:17:09.400
how we do this level of work, and there are
358
00:17:09.440 --> 00:17:13.480
going to be times when urgency is required, but I'll
359
00:17:13.480 --> 00:17:15.240
be clear about it when it's those times and we're
360
00:17:15.240 --> 00:17:18.039
gonna move quickly together as a team. Again, like the
361
00:17:18.200 --> 00:17:20.599
energy that you bring to that and how you perceive
362
00:17:20.680 --> 00:17:22.559
it being that, Like if you get off the call
363
00:17:22.599 --> 00:17:24.920
and somebody's like, hey, I know you've been working on this,
364
00:17:24.960 --> 00:17:28.160
I needed done today, and you're just like, oh boy, right,
365
00:17:28.279 --> 00:17:29.880
right right, And the first thing you want to do
366
00:17:29.960 --> 00:17:31.599
is go tell your team like, hey, we got to
367
00:17:31.599 --> 00:17:33.960
get this done today. Like if like, if you're just
368
00:17:34.079 --> 00:17:37.200
echoing that and bringing that same kind of energy.
369
00:17:37.799 --> 00:17:38.720
It may get done.
370
00:17:38.920 --> 00:17:42.920
It probably will not get done with a positive attitude
371
00:17:43.000 --> 00:17:46.200
and or without you know, without without removing some of
372
00:17:46.240 --> 00:17:48.319
maybe the equity you have with the team, especially if
373
00:17:48.359 --> 00:17:50.319
you do it really really frequently.
374
00:17:49.920 --> 00:17:53.799
Right, and it's not it's not replicable even at whatever
375
00:17:53.920 --> 00:17:56.079
level they bring, Like you if you if you can
376
00:17:56.319 --> 00:17:58.319
if you're trying to judge their buy in based on
377
00:17:58.359 --> 00:18:00.599
the results, well, if you've done done it that way
378
00:18:00.599 --> 00:18:02.119
before and all of a sudden you bring the sense
379
00:18:02.119 --> 00:18:04.359
of urgency, they might perform at a very high level.
380
00:18:04.440 --> 00:18:06.759
Like if it's out of character for you, you have the
381
00:18:06.759 --> 00:18:09.640
equity with them in their relationship, still they're going to
382
00:18:09.680 --> 00:18:13.480
perform well on a long enough timeline. Each subsequent instance
383
00:18:13.519 --> 00:18:15.680
of you doing that, you're going to have lower and
384
00:18:15.720 --> 00:18:19.920
lower outcomes, or worse and worse outcomes, lower and lower performance,
385
00:18:20.000 --> 00:18:23.079
lower and lower productivity as time goes on, because not
386
00:18:23.279 --> 00:18:25.799
it's the whole. You know, like to Steve Carell in
387
00:18:25.799 --> 00:18:28.240
the office, you know, Michael, you can't mark every email
388
00:18:28.279 --> 00:18:29.640
as urgent, and then he says, well, if I don't
389
00:18:29.640 --> 00:18:31.039
mark it as urgent, no one will open it and
390
00:18:31.079 --> 00:18:31.400
read it.
391
00:18:31.599 --> 00:18:31.799
You know.
392
00:18:31.960 --> 00:18:34.759
It's if everything is urgent, then nothing is urgent anymore.
393
00:18:34.960 --> 00:18:37.960
And if that's the if that's your baseline, if your
394
00:18:37.960 --> 00:18:41.359
baseline is that everything is urgent, whatever whatever it is
395
00:18:41.400 --> 00:18:43.559
that you're that you're saying that it's important to do.
396
00:18:44.200 --> 00:18:48.559
If you if you lend the same level of urgency
397
00:18:48.960 --> 00:18:52.200
to something that is rooted in you know, protecting the
398
00:18:52.559 --> 00:18:56.440
organization from something huge or you know, a potential multi
399
00:18:56.519 --> 00:18:59.839
million dollar you know, profit loss on something, that sense
400
00:18:59.880 --> 00:19:01.960
of urgency needs to feel different than the sense of
401
00:19:02.039 --> 00:19:06.160
urgency around. Hey, this kind of like scorecard metric that's
402
00:19:06.200 --> 00:19:08.440
five levels deep is a little bit lower than it
403
00:19:08.440 --> 00:19:10.079
should be, and it needs to be better than that
404
00:19:10.119 --> 00:19:12.359
by the end of the week. That that that can't
405
00:19:12.480 --> 00:19:15.039
have the same level of urgency in your in your
406
00:19:15.119 --> 00:19:17.799
voice and then your emotion as the as the first
407
00:19:17.880 --> 00:19:20.119
example that I gave, they have to be different and
408
00:19:20.160 --> 00:19:22.359
there and and your team has to be able to
409
00:19:22.480 --> 00:19:25.759
feel the difference in the energy you bring based on,
410
00:19:26.279 --> 00:19:28.680
you know, the the level of importance that is. And
411
00:19:28.799 --> 00:19:32.279
and if what they feel from you doesn't align in
412
00:19:32.359 --> 00:19:34.640
their own minds, like it doesn't jive in their own
413
00:19:34.680 --> 00:19:37.599
minds as far as the what level of importance they've
414
00:19:37.599 --> 00:19:39.759
put on this thing, then one of two things needs
415
00:19:39.799 --> 00:19:41.200
to happen. Either you need to do a better job
416
00:19:41.200 --> 00:19:44.960
as a leader at instilling in them the proper level
417
00:19:45.000 --> 00:19:46.839
of urgency they need to have around something because they
418
00:19:46.839 --> 00:19:51.440
don't get it, or you are lending a higher or lower,
419
00:19:51.599 --> 00:19:55.680
whatever inappropriate level of energy and urgency to an item
420
00:19:55.720 --> 00:19:58.799
that doesn't need that. And the the the in the
421
00:19:58.839 --> 00:20:03.279
incongruousness of of those two things degrades your ability to
422
00:20:03.319 --> 00:20:05.480
influence your team over time. So they need to align
423
00:20:05.720 --> 00:20:07.599
not just in your own head, but with what the
424
00:20:07.640 --> 00:20:09.559
team feels from you and what they can predict from you.
425
00:20:09.640 --> 00:20:11.599
Absolutely and with that it brings us at the end
426
00:20:11.640 --> 00:20:14.200
of this episode, this is hacking leadership. I'm Lorenzo and
427
00:20:14.240 --> 00:20:15.920
I'm Chris, and we'll talk to you all next time.
1
00:00:01.120 --> 00:00:02.359
Welcome to Hacking Your Leadership.
2
00:00:02.399 --> 00:00:04.200
I'm Chris and I'm Lorenzo.
3
00:00:03.799 --> 00:00:05.919
And Lorenzo on this episode, I want to start asking
4
00:00:05.919 --> 00:00:08.919
you a question. Have you ever had a situation or
5
00:00:08.960 --> 00:00:12.679
been in a situation where you were getting your work
6
00:00:12.720 --> 00:00:16.640
done and your team was getting their work done, things
7
00:00:16.640 --> 00:00:20.719
were going well, and your leader or another leader that
8
00:00:20.800 --> 00:00:23.440
you either have a direct line or a dotted line
9
00:00:23.440 --> 00:00:26.559
two walks into the office or the room or the
10
00:00:26.559 --> 00:00:32.119
building wherever you are, and the energy of the room
11
00:00:32.439 --> 00:00:37.320
just changes from from a standpoint of Hey, we're all
12
00:00:37.320 --> 00:00:41.240
getting our work done to oh my gosh, this person's here.
13
00:00:42.320 --> 00:00:44.439
Let's focus on making sure that we do whatever it
14
00:00:44.520 --> 00:00:46.920
is that they want to have done, not what we're
15
00:00:46.960 --> 00:00:49.600
supposed to be doing. Well, what if they want done
16
00:00:49.679 --> 00:00:51.560
what we're supposed to get done. I don't know the
17
00:00:51.600 --> 00:00:53.280
answer to that question. Yeah, I gotta find out what
18
00:00:53.320 --> 00:00:55.679
it is that they want done today, and then we
19
00:00:55.679 --> 00:00:57.600
can decide whether or not we're doing what we're supposed
20
00:00:57.600 --> 00:00:59.960
to do or whatever it is that they want us.
21
00:00:59.840 --> 00:01:00.640
To do right now.
22
00:01:01.039 --> 00:01:03.320
But but you don't really know what you're supposed to do,
23
00:01:03.600 --> 00:01:05.879
and so there's just kind of this like almost a
24
00:01:05.920 --> 00:01:08.359
scrambling of like let's just try to make sure that
25
00:01:08.400 --> 00:01:09.519
we placate this person.
26
00:01:09.719 --> 00:01:11.760
Yeah, that was a really long question first of all,
27
00:01:12.280 --> 00:01:14.040
and it felt like you needed to get that all out.
28
00:01:14.120 --> 00:01:16.000
So I'm here for you and I appreciate you sharing
29
00:01:16.040 --> 00:01:17.920
with me and experience you've been through.
30
00:01:19.480 --> 00:01:21.280
I've been that experience many times.
31
00:01:21.959 --> 00:01:22.439
Exactly.
32
00:01:22.599 --> 00:01:27.200
Yes, absolutely, Yes, there is an edge that you want
33
00:01:27.239 --> 00:01:32.120
to have as a leader, which is, you know, like,
34
00:01:32.200 --> 00:01:33.920
let's make sure that we're doing what we're supposed to
35
00:01:33.959 --> 00:01:36.280
be doing. Let's make sure that we're focused on the
36
00:01:36.280 --> 00:01:38.000
work at hands like that. That's a part of that
37
00:01:38.000 --> 00:01:41.239
that you kind of want to have an impact. You
38
00:01:41.319 --> 00:01:44.480
want to be able to shift the energy in a
39
00:01:44.560 --> 00:01:47.439
room as a leader when you walk in the kicker
40
00:01:47.480 --> 00:01:48.959
and I think what we'll talk about today is though,
41
00:01:49.079 --> 00:01:51.120
but what is that energy and how do you do
42
00:01:51.200 --> 00:01:53.680
it in a way that is that may have a
43
00:01:53.719 --> 00:01:55.480
little bit of edge to it, but also that like
44
00:01:55.920 --> 00:01:59.000
it's okay, like like like so I think that, like
45
00:01:59.079 --> 00:02:02.920
I've had leaders that have shown me like both sides
46
00:02:02.959 --> 00:02:06.519
of that where it's like they walk in, everything gets quiet,
47
00:02:06.560 --> 00:02:08.599
everybody gets kind of tight, and it's just like I
48
00:02:08.599 --> 00:02:11.400
don't know, like you know what, there's there's no there's
49
00:02:11.439 --> 00:02:15.719
no understanding of maybe how or what or what they're
50
00:02:15.759 --> 00:02:17.520
going to respond to, what they're going to ask, Like
51
00:02:17.560 --> 00:02:20.840
it just feels like they're monitoring to make sure people
52
00:02:20.879 --> 00:02:22.000
are being productive.
53
00:02:22.439 --> 00:02:24.199
Even if you're being productive.
54
00:02:24.639 --> 00:02:27.159
And they're productive their definition not your own.
55
00:02:27.560 --> 00:02:31.199
Exactly right right yeah, Or and it's like or another
56
00:02:31.240 --> 00:02:34.879
liddle will walk in and just like bringing a energy
57
00:02:35.000 --> 00:02:39.240
that's like fun and like what's going on? Just working
58
00:02:39.360 --> 00:02:40.840
like you know, like what are you guys working on?
59
00:02:40.919 --> 00:02:43.280
And it's not like the what are you guys working on?
60
00:02:43.680 --> 00:02:45.439
But it's more of the like what do you know?
61
00:02:45.479 --> 00:02:47.159
What do you what's going on today? Like walk me
62
00:02:47.159 --> 00:02:49.039
through what you're like that type of energy where it's
63
00:02:49.080 --> 00:02:51.759
like it's fun, it's it is they're doing the job,
64
00:02:51.919 --> 00:02:54.319
is validating, they're making sure that people are getting stuff done.
65
00:02:54.400 --> 00:02:58.639
But there's this feeling of like they're here to help,
66
00:02:58.639 --> 00:03:00.960
they're here to support, they're here to so yeah, like
67
00:03:01.000 --> 00:03:07.159
I've definitely seen a big difference in the energy that
68
00:03:07.240 --> 00:03:10.759
leaders bring in. But I've absolutely seen leaders that walk
69
00:03:10.800 --> 00:03:13.360
into a room and it gets it gets stuffy all
70
00:03:13.360 --> 00:03:15.120
of a sudden, and people are just like, you know,
71
00:03:15.680 --> 00:03:18.560
while we may have been being productive, we probably felt
72
00:03:19.960 --> 00:03:22.919
a little looser, a little bit more like, you know,
73
00:03:22.960 --> 00:03:25.199
we're having a good time while we work hard, and
74
00:03:25.240 --> 00:03:28.280
now it's like it's only time for work, and that
75
00:03:28.280 --> 00:03:30.280
that could that makes it difficult, and it makes it
76
00:03:30.520 --> 00:03:32.599
I think, in a lot of instances harder to.
77
00:03:35.520 --> 00:03:36.360
I think harder to.
78
00:03:38.080 --> 00:03:43.319
Bring your all of your own energy to something when
79
00:03:43.360 --> 00:03:46.919
you're kind of feeling like somebody is you know, limiting
80
00:03:46.960 --> 00:03:49.120
that or tapping that to a degree in a negative way. Right.
81
00:03:49.360 --> 00:03:51.240
One of the things you said there was that as
82
00:03:51.280 --> 00:03:52.840
a leader, you want to be able to impact the
83
00:03:52.879 --> 00:03:55.800
energy of a room, and I, yeah, I agree with that.
84
00:03:55.840 --> 00:03:58.080
I think I think it's a much bigger problem if
85
00:03:58.240 --> 00:04:00.240
if you, as a leader walk into a room and
86
00:04:00.280 --> 00:04:03.400
you have no impact on the energy in either direction,
87
00:04:04.039 --> 00:04:06.759
that that underscores an even larger problem. That means that
88
00:04:06.800 --> 00:04:08.759
you no longer to have influence over your over your team.
89
00:04:09.199 --> 00:04:13.800
But if if most leaders do impact the energy of
90
00:04:13.840 --> 00:04:15.879
a room when they walk in, most do, whether it's
91
00:04:15.919 --> 00:04:19.079
positive or negative. The vast majority of leaders do have
92
00:04:19.120 --> 00:04:21.279
an impact on the energy. And you know, we have
93
00:04:21.319 --> 00:04:24.920
a we have a mutual friend and you know common uh,
94
00:04:25.160 --> 00:04:27.319
you know, leader and mentor that we have had in
95
00:04:27.360 --> 00:04:31.759
our own lives that talked about the importance of the
96
00:04:31.800 --> 00:04:35.439
responsibility that a leader has to make sure that the
97
00:04:35.639 --> 00:04:39.079
energy in a room is a positive energy, that that
98
00:04:39.199 --> 00:04:42.160
even if there's you know, things going on that would
99
00:04:42.399 --> 00:04:45.079
that would not be in necessarily positive things, even if
100
00:04:45.079 --> 00:04:47.360
there's some things to talk about or work that has
101
00:04:47.399 --> 00:04:49.240
to get done that might not be as fun to
102
00:04:49.279 --> 00:04:52.519
get done, or that might not be as you knows,
103
00:04:52.639 --> 00:04:58.079
as celebratory because there's other things happening that that's unrelated.
104
00:04:58.240 --> 00:05:00.800
Like you can do all that all those things and
105
00:05:00.839 --> 00:05:03.519
get all those things done and talk about the difficult
106
00:05:03.560 --> 00:05:05.920
things you have to talk about and get the hard
107
00:05:05.959 --> 00:05:09.240
work done as part of the conversation without having the
108
00:05:09.399 --> 00:05:13.519
energy be negative in the room. Because if the energy
109
00:05:13.560 --> 00:05:18.199
is negative, because you're allowing the subject matter to dictate
110
00:05:18.920 --> 00:05:21.959
your own kind of emotional states when you come into
111
00:05:22.000 --> 00:05:26.040
a room, then that's what's contagious. The news or the
112
00:05:27.720 --> 00:05:29.319
thing that has to be dealt with that might not
113
00:05:29.399 --> 00:05:34.079
be as positive, that doesn't impact the room unless you
114
00:05:34.120 --> 00:05:36.040
allow it to impact you as a leader, and then
115
00:05:36.120 --> 00:05:38.720
you have essentially impacted the room. I think I think
116
00:05:38.720 --> 00:05:41.240
a lot of leaders kind of use as a cop out, well,
117
00:05:41.680 --> 00:05:44.079
I didn't change energy. We have a lot of things
118
00:05:44.120 --> 00:05:46.879
to go over that were not necessarily positive, that were
119
00:05:47.560 --> 00:05:50.279
that were you know, kind of holding ourselves accountable to
120
00:05:51.160 --> 00:05:53.560
results that weren't you know, being delivered, and now we
121
00:05:53.560 --> 00:05:55.600
have to deliver them. All those things and a leader
122
00:05:55.639 --> 00:05:58.639
can say that's what brought the energy of the room down,
123
00:05:58.680 --> 00:06:01.120
not me, and that's be yes, you know, you can
124
00:06:01.120 --> 00:06:03.959
talk about those things in a positive way. And you know,
125
00:06:04.319 --> 00:06:07.240
I read something recently that talked about the importance of
126
00:06:07.720 --> 00:06:09.959
whatever energy that you bring to a room as a leader,
127
00:06:10.079 --> 00:06:12.639
that it creates a sense of urgency. And while I
128
00:06:12.680 --> 00:06:14.920
believe that's true, I do agree that you need to
129
00:06:14.920 --> 00:06:19.720
have a sense of urgency around getting the work done
130
00:06:19.879 --> 00:06:22.240
and around making sure that you understand that you're taking
131
00:06:22.279 --> 00:06:26.160
your job seriously without taking yourself to you seriously. That is,
132
00:06:26.839 --> 00:06:30.560
it's necessary, but not sufficient that definition. So the energy
133
00:06:30.560 --> 00:06:33.639
has to create urgency, But there's plenty of urgency that
134
00:06:33.639 --> 00:06:36.560
gets created by leaders in their energy that is not
135
00:06:36.680 --> 00:06:40.600
urgency around a shared goal or a common vision, or
136
00:06:40.839 --> 00:06:44.360
allowing people to be themselves in whatever space they're in
137
00:06:45.040 --> 00:06:48.439
as far as what their level of energy looks like
138
00:06:48.879 --> 00:06:52.240
and accepting all kinds and understanding that people will be
139
00:06:52.279 --> 00:06:55.519
the most productive if they are able to bring whatever
140
00:06:56.079 --> 00:06:59.319
energy feels authentic and natural to them, and you as
141
00:06:59.319 --> 00:07:01.800
the leader, have to commodate all of those things as
142
00:07:01.800 --> 00:07:05.000
long as you know the people are remaining positive. That's
143
00:07:05.120 --> 00:07:08.120
different than urgency that says, you know, we're going to
144
00:07:08.160 --> 00:07:11.680
focus on the flavor of the month, not overall you know,
145
00:07:11.720 --> 00:07:16.680
guiding principles and overall you know values that that that
146
00:07:16.839 --> 00:07:19.240
suppose that are supposed to impact the works that we're
147
00:07:19.240 --> 00:07:19.720
getting done.
148
00:07:19.839 --> 00:07:22.720
Yeah, it's it's kind of like I can create urgency
149
00:07:22.959 --> 00:07:26.959
by simply saying like, hey, this is this is important,
150
00:07:27.000 --> 00:07:30.680
this needs to be addressed, fixed, adjusted, whatever the case is,
151
00:07:30.680 --> 00:07:32.600
Like we need to focus on this and we need
152
00:07:32.639 --> 00:07:34.759
to make sure that we have a different outcome by
153
00:07:34.759 --> 00:07:37.839
four pm today. Like I can create urgency, right and
154
00:07:37.879 --> 00:07:40.000
then like and everybody knowing that at you know, four
155
00:07:40.040 --> 00:07:42.240
pm today, if we're not there, then we're gonna have
156
00:07:42.279 --> 00:07:44.959
some conversations or validate all your work or dig into
157
00:07:45.000 --> 00:07:47.000
what you're doing. Like there's a way to create that
158
00:07:47.079 --> 00:07:50.319
type of urgency where it's like you have a deadline
159
00:07:50.680 --> 00:07:55.199
or you know, you're applying pressure to create urgency then
160
00:07:55.360 --> 00:07:57.720
there's the urgency that I think you're talking a little
161
00:07:57.759 --> 00:08:00.519
bit about, which is like, hey, here is something that
162
00:08:00.560 --> 00:08:04.439
we are collectively having an opportunity with. We know we
163
00:08:04.480 --> 00:08:06.160
can be better here. We know that when we focus
164
00:08:06.240 --> 00:08:09.319
our energy and our behaviors, we can accomplish this thing.
165
00:08:09.759 --> 00:08:11.480
Let's talk through this. Why do you think that we're
166
00:08:11.519 --> 00:08:13.920
seeing this? What are the things that are maybe stopping
167
00:08:14.000 --> 00:08:17.480
us here? Are we being you know, honest about our
168
00:08:17.519 --> 00:08:19.879
own efforts and making sure that we're doing this thing?
169
00:08:21.000 --> 00:08:23.439
Can we do this today? You know? Do we do?
170
00:08:23.519 --> 00:08:25.759
We feel that we're capable of delivering on this? What
171
00:08:25.759 --> 00:08:28.040
would it take for us to do that? What we
172
00:08:28.079 --> 00:08:32.399
all have to do? You know, let's and you're gathering
173
00:08:32.440 --> 00:08:34.600
people to say, like, let's let's do we want to
174
00:08:34.679 --> 00:08:36.600
check in by four o'clock. I know that we can
175
00:08:36.639 --> 00:08:38.759
do this if we all put our minds to it
176
00:08:38.799 --> 00:08:41.159
and kind of focus on it. What else needs to
177
00:08:41.159 --> 00:08:43.000
happen today for us to make sure that we get that?
178
00:08:43.039 --> 00:08:44.559
Where do you want me to spend my time as
179
00:08:44.559 --> 00:08:46.120
the leader to make sure that we help to get
180
00:08:46.120 --> 00:08:49.039
this all done? Like you can rally a team, create
181
00:08:49.159 --> 00:08:51.759
urgency and then celebrate when you get to that point
182
00:08:52.080 --> 00:08:54.480
or celebrate like when you've gotten really close if like
183
00:08:54.519 --> 00:08:56.480
the you know, the best effort's been put forward to that.
184
00:08:56.639 --> 00:09:00.799
But I think those are the things that as a
185
00:09:00.919 --> 00:09:04.720
leader considering how do you create urgency? What are the
186
00:09:04.759 --> 00:09:07.799
things that you're saying or doing for your team to
187
00:09:07.879 --> 00:09:10.720
make them either feel like they're a part of it
188
00:09:10.759 --> 00:09:14.440
and they believe and they're up for the challenge, or
189
00:09:15.000 --> 00:09:18.679
it's a requirement, it's an expectation and you're just going
190
00:09:18.720 --> 00:09:20.200
to manage them to get to the to whatever it
191
00:09:20.200 --> 00:09:22.840
is that you want to get accomplished. Like that's kind
192
00:09:22.879 --> 00:09:27.639
of how I think about, you know, kind of urgency
193
00:09:27.720 --> 00:09:29.799
in leadership and the energy that you bring to that.
194
00:09:30.639 --> 00:09:33.360
But sometimes you know there are almost you have to
195
00:09:33.360 --> 00:09:35.399
be very direct. But I think when you have to
196
00:09:35.399 --> 00:09:37.840
get direct or say like, hey, we've got to fix this,
197
00:09:38.320 --> 00:09:40.320
if you've done all of that work ahead of time
198
00:09:40.360 --> 00:09:42.600
and you've built that relationship and that's your style of
199
00:09:42.759 --> 00:09:45.840
working with the team, they can sense the urgency in that,
200
00:09:45.919 --> 00:09:48.200
but they will activate to want to get it done.
201
00:09:48.960 --> 00:09:52.039
Not because today you've been very direct or clear about something,
202
00:09:52.039 --> 00:09:55.759
but because over time you've built that relationship where they're like, no,
203
00:09:55.840 --> 00:09:57.679
we get it. Like, we don't want to let you down,
204
00:09:57.720 --> 00:09:59.360
we don't want to let the company down, we don't
205
00:09:59.360 --> 00:09:59.879
want to let.
206
00:09:59.759 --> 00:10:01.360
The customer down, whatever.
207
00:10:01.559 --> 00:10:06.759
Like they have a feeling of obligation because you've established
208
00:10:06.799 --> 00:10:09.960
it over time, instead of feeling of an obligation because
209
00:10:10.000 --> 00:10:11.759
you told them they have to be obliged to it.
210
00:10:12.039 --> 00:10:13.679
You know, those are two very different things, I.
211
00:10:13.720 --> 00:10:16.399
Think, right, right, if I think back to that four
212
00:10:16.440 --> 00:10:18.519
box that we've talked about before on the show about
213
00:10:18.519 --> 00:10:22.080
if something is urgent or important or urgent and important,
214
00:10:22.200 --> 00:10:26.159
right so creating a sense of urgency, it needs to
215
00:10:27.200 --> 00:10:29.879
it needs to fall in the correct box. Because if
216
00:10:29.879 --> 00:10:32.799
that sense of urgency that you are, that you are
217
00:10:32.840 --> 00:10:35.840
bringing with your energy to a room or to a
218
00:10:35.840 --> 00:10:38.440
team meeting or whatever that looks like, if that sense
219
00:10:38.480 --> 00:10:43.039
of urgency, if if what your people take from it
220
00:10:43.080 --> 00:10:46.519
is I don't know what the expectation is going to
221
00:10:46.600 --> 00:10:49.080
be today. I have to wait and hear Lorenzo talk
222
00:10:49.120 --> 00:10:51.120
about it first before I know what it's going to be.
223
00:10:51.799 --> 00:10:54.120
That that implies either a you don't talk to your
224
00:10:54.120 --> 00:10:56.360
people at all about what the what the goals are,
225
00:10:56.440 --> 00:10:58.759
what the what the responsibility is, and they have to
226
00:10:58.840 --> 00:11:01.080
kind of wait to hear it from you piecemeal on
227
00:11:01.120 --> 00:11:04.559
a day by day basis, or it means that you
228
00:11:05.559 --> 00:11:08.879
don't have a clear vision of what you want people
229
00:11:08.919 --> 00:11:11.320
getting done on a day to day basis, and so
230
00:11:11.759 --> 00:11:15.000
you wait to see what's urgent and important own on
231
00:11:15.039 --> 00:11:18.039
your own plate for that day, and then you delegate
232
00:11:18.039 --> 00:11:19.440
it out to the team, and they say they have
233
00:11:19.440 --> 00:11:21.679
no idea what to expect on a given day until
234
00:11:21.720 --> 00:11:24.600
you get to work and kind of assign their tasks.
235
00:11:24.639 --> 00:11:26.080
And when that.
236
00:11:26.080 --> 00:11:30.080
Happens, everything goes into the urgent and important category, even
237
00:11:30.080 --> 00:11:33.279
things that don't belong there. And so there's a sense
238
00:11:33.279 --> 00:11:36.320
of urgency, a sense of urgency around something that has
239
00:11:36.320 --> 00:11:38.679
to get done by four o'clock that does fall into
240
00:11:38.720 --> 00:11:41.720
the urgent and important category, a sense of urgency around
241
00:11:41.799 --> 00:11:43.480
something that has to get done by the end of
242
00:11:43.519 --> 00:11:45.840
a quarter or by the end of a year, or
243
00:11:46.120 --> 00:11:49.080
a sense of urgency around just making sure that whatever
244
00:11:49.240 --> 00:11:52.639
metric or scorecard you're looking at, or or a result
245
00:11:52.759 --> 00:11:55.799
that is rooted in behavior as you're looking at, if
246
00:11:55.799 --> 00:11:58.000
the sense of urgency is around just making sure that
247
00:11:58.080 --> 00:12:00.879
it's slowly getting better over time, was that it's better
248
00:12:00.919 --> 00:12:03.360
next week than it was last week, regardless of what
249
00:12:03.399 --> 00:12:08.240
the that outcome looks like. That type of urgency that
250
00:12:08.360 --> 00:12:10.240
is that is rooted in the energy you bring to them,
251
00:12:10.320 --> 00:12:12.759
that's that can be a very positive force. That can
252
00:12:12.799 --> 00:12:15.799
be a force that says, you know, this is important
253
00:12:15.879 --> 00:12:17.840
and it's part of your job expectation, and we have
254
00:12:17.919 --> 00:12:20.919
to get this done. But you know what this is
255
00:12:20.960 --> 00:12:23.080
going to be every day in advance without me even
256
00:12:23.120 --> 00:12:25.320
being in the room. So if I come into the room,
257
00:12:25.720 --> 00:12:29.600
the energy shouldn't change from a from a positive to
258
00:12:29.639 --> 00:12:31.840
a negative. It might be that everybody kind of ups
259
00:12:31.840 --> 00:12:34.000
their game a little bit because the bosses in the room.
260
00:12:34.279 --> 00:12:35.080
You know that.
261
00:12:34.799 --> 00:12:37.960
That's a kind of a naturally occurring thing that happens
262
00:12:38.000 --> 00:12:40.919
on all teams. But but that energy, that kind of
263
00:12:40.960 --> 00:12:43.360
heightened sense of urgency that happens when a leader walks
264
00:12:43.360 --> 00:12:46.519
in the room, if it's rooted in the right things,
265
00:12:46.919 --> 00:12:50.159
it it won't cause people to scramble. It will just
266
00:12:50.159 --> 00:12:53.320
cause people to kind of maybe up the level of
267
00:12:53.360 --> 00:12:57.080
productivity or or commitment to the behaviors that they're supposed
268
00:12:57.080 --> 00:12:59.200
to be doing all the time. And maybe they do it,
269
00:12:59.360 --> 00:13:01.360
you know, eighty percent of the time when the leader's
270
00:13:01.399 --> 00:13:03.039
not in the room, and then one hundred percent of
271
00:13:03.039 --> 00:13:04.639
the time when the leader is in the room, that
272
00:13:04.720 --> 00:13:07.080
kind of energy is fine. But if it's energy that
273
00:13:07.639 --> 00:13:11.159
starts out with people doing nothing or or kind of
274
00:13:12.000 --> 00:13:15.679
not executing on the behaviors that they're told to do, ever,
275
00:13:16.240 --> 00:13:17.600
and then all of a sudden you walk in the
276
00:13:17.639 --> 00:13:20.440
room and it goes to one hundred percent, then that
277
00:13:20.480 --> 00:13:23.200
implies that you don't have the influence or the authority
278
00:13:23.519 --> 00:13:27.159
to you know, needed to lead them in your own absence,
279
00:13:27.200 --> 00:13:29.000
and you have to be there. And that can be
280
00:13:29.039 --> 00:13:32.080
a very easy cycle to get into. That causes leaders
281
00:13:32.120 --> 00:13:34.720
to bring a sense of urgency that is rooted in
282
00:13:34.720 --> 00:13:37.279
a negative urgency as opposed.
283
00:13:36.919 --> 00:13:39.480
To a positive absolutely and with that it brings us
284
00:13:39.480 --> 00:13:40.679
to this episode's one minute hack.
285
00:13:40.759 --> 00:13:42.320
But first a few words from more sponsors.
286
00:13:43.279 --> 00:13:44.919
All Right, this episode is one minute hack is about
287
00:13:44.919 --> 00:13:47.159
the pre work that you need to do before you
288
00:13:47.240 --> 00:13:50.840
interact with your team to make sure that the urgency
289
00:13:50.960 --> 00:13:53.320
in the energy you bring to the room is rooted
290
00:13:53.360 --> 00:13:55.879
in the right thing. And so if it's rooted in
291
00:13:56.559 --> 00:14:00.879
you transferring the urgency you feel from your own leader
292
00:14:01.200 --> 00:14:04.639
onto your team, that will come off negatively. But if
293
00:14:04.720 --> 00:14:09.039
it's rooted in your actual belief in whatever these things
294
00:14:09.080 --> 00:14:11.279
are that need to get done, not that you just
295
00:14:11.320 --> 00:14:14.399
feel that urgency coming from your own boss. Then it
296
00:14:14.399 --> 00:14:16.679
will come off more positively. And so when you're when
297
00:14:16.679 --> 00:14:19.440
you think about the words that you're saying, understand that
298
00:14:19.600 --> 00:14:22.519
the the transfer of belief that you have as a
299
00:14:22.600 --> 00:14:26.720
leader that is conveyed through your energy and your emotion,
300
00:14:27.320 --> 00:14:29.519
not through the words that you're saying. It's it's how
301
00:14:29.559 --> 00:14:32.519
you say it. There are ways to say the thing
302
00:14:32.600 --> 00:14:34.960
to your team that needs to get done or or
303
00:14:35.000 --> 00:14:37.840
the words can be you know, written down on paper
304
00:14:38.200 --> 00:14:41.279
that say what needs to get done, and depending on
305
00:14:41.320 --> 00:14:44.759
how you say them out loud, that will determine what
306
00:14:45.240 --> 00:14:48.039
they feel about it, not what the actual you know,
307
00:14:48.200 --> 00:14:50.919
task is, or what the the thing is that there's
308
00:14:50.960 --> 00:14:54.200
now some urgency around. It's it's how you come off
309
00:14:54.240 --> 00:14:57.320
in your emotion and your energy when conveying.
310
00:14:56.879 --> 00:14:57.360
It to them.
311
00:14:57.720 --> 00:15:01.000
And so take the time before you do these things
312
00:15:01.000 --> 00:15:02.960
with your team to make sure that it's rooted in
313
00:15:02.960 --> 00:15:06.399
the right place. If you are having a tendency to
314
00:15:06.399 --> 00:15:09.840
transfer a negative sense of urgency to your team, typically
315
00:15:09.919 --> 00:15:12.039
that means that you're not boughting yourself to whatever it
316
00:15:12.120 --> 00:15:15.120
is and you're just trying to hopefully instill that urgency
317
00:15:15.120 --> 00:15:17.759
in them that you feel from your own boss. If
318
00:15:17.799 --> 00:15:20.039
you're feeling that, it's your responsibility to go back to
319
00:15:20.080 --> 00:15:22.240
your boss or somebody else who you can talk to
320
00:15:22.240 --> 00:15:25.120
to figure out what is behind the thing that you
321
00:15:25.120 --> 00:15:26.879
need to get done, or the behaviors that you need
322
00:15:26.919 --> 00:15:29.559
to kind of help roll out to your team, the
323
00:15:29.600 --> 00:15:32.360
strategy that has to be executed. Whatever those things are,
324
00:15:32.960 --> 00:15:35.080
you need to be fully bought into them for real,
325
00:15:35.360 --> 00:15:37.360
not in a fake way, not in I want to
326
00:15:37.440 --> 00:15:39.559
keep my job way, but in a I can see
327
00:15:39.559 --> 00:15:42.759
why this is important to the organization and to me
328
00:15:43.039 --> 00:15:45.320
in my role, and how it can open doors for
329
00:15:45.399 --> 00:15:47.519
my team if it's done correctly. If you go into
330
00:15:47.519 --> 00:15:50.639
it with that mindset and having that belief in yourself,
331
00:15:51.120 --> 00:15:53.960
that will transfer to your team, and that urgency that
332
00:15:54.000 --> 00:15:56.320
gets brought in your energy will be from a positive
333
00:15:56.320 --> 00:15:59.799
place that they can buy into, not from a negative place.
334
00:15:59.799 --> 00:16:01.960
That says, we don't know how Lorenzo's going to treat
335
00:16:02.000 --> 00:16:04.159
us today versus tomorrow, because we don't know what his
336
00:16:04.200 --> 00:16:06.039
boss is going to say to him today or tomorrow
337
00:16:06.240 --> 00:16:07.840
and what things is going to bring to us. That
338
00:16:08.120 --> 00:16:10.279
now all of a sudden, are the most important thing
339
00:16:10.279 --> 00:16:12.159
in the world that weren't the most important thing in
340
00:16:12.200 --> 00:16:12.960
the world yesterday.
341
00:16:13.080 --> 00:16:15.039
Yeah, I think it's a great call out, like in
342
00:16:15.039 --> 00:16:21.919
those spaces where you have to create urgency, how are you, Yeah,
343
00:16:21.960 --> 00:16:23.639
how are you thinking about the urgency that you have
344
00:16:23.720 --> 00:16:25.559
to create and why you have to create it? And
345
00:16:27.679 --> 00:16:30.879
you know, most of the time when it's urgent, not
346
00:16:30.960 --> 00:16:33.080
all of the time. I've been there plenty of times
347
00:16:33.120 --> 00:16:35.559
when it's like you've been doing the thing that you're
348
00:16:35.600 --> 00:16:37.679
supposed to be doing, but now like it needs to
349
00:16:37.720 --> 00:16:41.679
happen faster, and it's like, okay, like that that's different then, right,
350
00:16:41.759 --> 00:16:46.200
That's different than all like pulling fire alarms all day
351
00:16:46.240 --> 00:16:49.919
long because you're just not prepared for the things that
352
00:16:49.960 --> 00:16:51.679
have been going on around you. And I think that
353
00:16:52.360 --> 00:16:57.159
to your point as a leader, staying ahead, understanding what
354
00:16:57.320 --> 00:17:00.879
things are truly urgent, knowing why things are urgent, but
355
00:17:01.000 --> 00:17:04.720
also having a team that realizes that, like we're we're
356
00:17:04.759 --> 00:17:07.400
gonna continue to do what we always do because that's
357
00:17:07.599 --> 00:17:09.400
how we do this level of work, and there are
358
00:17:09.440 --> 00:17:13.480
going to be times when urgency is required, but I'll
359
00:17:13.480 --> 00:17:15.240
be clear about it when it's those times and we're
360
00:17:15.240 --> 00:17:18.039
gonna move quickly together as a team. Again, like the
361
00:17:18.200 --> 00:17:20.599
energy that you bring to that and how you perceive
362
00:17:20.680 --> 00:17:22.559
it being that, Like if you get off the call
363
00:17:22.599 --> 00:17:24.920
and somebody's like, hey, I know you've been working on this,
364
00:17:24.960 --> 00:17:28.160
I needed done today, and you're just like, oh boy, right,
365
00:17:28.279 --> 00:17:29.880
right right, And the first thing you want to do
366
00:17:29.960 --> 00:17:31.599
is go tell your team like, hey, we got to
367
00:17:31.599 --> 00:17:33.960
get this done today. Like if like, if you're just
368
00:17:34.079 --> 00:17:37.200
echoing that and bringing that same kind of energy.
369
00:17:37.799 --> 00:17:38.720
It may get done.
370
00:17:38.920 --> 00:17:42.920
It probably will not get done with a positive attitude
371
00:17:43.000 --> 00:17:46.200
and or without you know, without without removing some of
372
00:17:46.240 --> 00:17:48.319
maybe the equity you have with the team, especially if
373
00:17:48.359 --> 00:17:50.319
you do it really really frequently.
374
00:17:49.920 --> 00:17:53.799
Right, and it's not it's not replicable even at whatever
375
00:17:53.920 --> 00:17:56.079
level they bring, Like you if you if you can
376
00:17:56.319 --> 00:17:58.319
if you're trying to judge their buy in based on
377
00:17:58.359 --> 00:18:00.599
the results, well, if you've done done it that way
378
00:18:00.599 --> 00:18:02.119
before and all of a sudden you bring the sense
379
00:18:02.119 --> 00:18:04.359
of urgency, they might perform at a very high level.
380
00:18:04.440 --> 00:18:06.759
Like if it's out of character for you, you have the
381
00:18:06.759 --> 00:18:09.640
equity with them in their relationship, still they're going to
382
00:18:09.680 --> 00:18:13.480
perform well on a long enough timeline. Each subsequent instance
383
00:18:13.519 --> 00:18:15.680
of you doing that, you're going to have lower and
384
00:18:15.720 --> 00:18:19.920
lower outcomes, or worse and worse outcomes, lower and lower performance,
385
00:18:20.000 --> 00:18:23.079
lower and lower productivity as time goes on, because not
386
00:18:23.279 --> 00:18:25.799
it's the whole. You know, like to Steve Carell in
387
00:18:25.799 --> 00:18:28.240
the office, you know, Michael, you can't mark every email
388
00:18:28.279 --> 00:18:29.640
as urgent, and then he says, well, if I don't
389
00:18:29.640 --> 00:18:31.039
mark it as urgent, no one will open it and
390
00:18:31.079 --> 00:18:31.400
read it.
391
00:18:31.599 --> 00:18:31.799
You know.
392
00:18:31.960 --> 00:18:34.759
It's if everything is urgent, then nothing is urgent anymore.
393
00:18:34.960 --> 00:18:37.960
And if that's the if that's your baseline, if your
394
00:18:37.960 --> 00:18:41.359
baseline is that everything is urgent, whatever whatever it is
395
00:18:41.400 --> 00:18:43.559
that you're that you're saying that it's important to do.
396
00:18:44.200 --> 00:18:48.559
If you if you lend the same level of urgency
397
00:18:48.960 --> 00:18:52.200
to something that is rooted in you know, protecting the
398
00:18:52.559 --> 00:18:56.440
organization from something huge or you know, a potential multi
399
00:18:56.519 --> 00:18:59.839
million dollar you know, profit loss on something, that sense
400
00:18:59.880 --> 00:19:01.960
of urgency needs to feel different than the sense of
401
00:19:02.039 --> 00:19:06.160
urgency around. Hey, this kind of like scorecard metric that's
402
00:19:06.200 --> 00:19:08.440
five levels deep is a little bit lower than it
403
00:19:08.440 --> 00:19:10.079
should be, and it needs to be better than that
404
00:19:10.119 --> 00:19:12.359
by the end of the week. That that that can't
405
00:19:12.480 --> 00:19:15.039
have the same level of urgency in your in your
406
00:19:15.119 --> 00:19:17.799
voice and then your emotion as the as the first
407
00:19:17.880 --> 00:19:20.119
example that I gave, they have to be different and
408
00:19:20.160 --> 00:19:22.359
there and and your team has to be able to
409
00:19:22.480 --> 00:19:25.759
feel the difference in the energy you bring based on,
410
00:19:26.279 --> 00:19:28.680
you know, the the level of importance that is. And
411
00:19:28.799 --> 00:19:32.279
and if what they feel from you doesn't align in
412
00:19:32.359 --> 00:19:34.640
their own minds, like it doesn't jive in their own
413
00:19:34.680 --> 00:19:37.599
minds as far as the what level of importance they've
414
00:19:37.599 --> 00:19:39.759
put on this thing, then one of two things needs
415
00:19:39.799 --> 00:19:41.200
to happen. Either you need to do a better job
416
00:19:41.200 --> 00:19:44.960
as a leader at instilling in them the proper level
417
00:19:45.000 --> 00:19:46.839
of urgency they need to have around something because they
418
00:19:46.839 --> 00:19:51.440
don't get it, or you are lending a higher or lower,
419
00:19:51.599 --> 00:19:55.680
whatever inappropriate level of energy and urgency to an item
420
00:19:55.720 --> 00:19:58.799
that doesn't need that. And the the the in the
421
00:19:58.839 --> 00:20:03.279
incongruousness of of those two things degrades your ability to
422
00:20:03.319 --> 00:20:05.480
influence your team over time. So they need to align
423
00:20:05.720 --> 00:20:07.599
not just in your own head, but with what the
424
00:20:07.640 --> 00:20:09.559
team feels from you and what they can predict from you.
425
00:20:09.640 --> 00:20:11.599
Absolutely and with that it brings us at the end
426
00:20:11.640 --> 00:20:14.200
of this episode, this is hacking leadership. I'm Lorenzo and
427
00:20:14.240 --> 00:20:15.920
I'm Chris, and we'll talk to you all next time.
