Mr.

Michael Mr.

J, is it better that hello, miss Leila?

Hello, miss Kaya.

See, you're both in, the meeting there.

You is it best that we just
go with notepads and pins

and pencils versus laptops?

Or,

is it just her preference?

Hey I, would say it's, a preference as,
as long as she's not over there I'm,

from my age, I will say, as long as
she's not over there checking Facebook.

But ain't nobodys

Facebook.

I use that Dont, don't do your

whatever.

And yeah, we're, yeah.

You, use the are okay with me?

Okay.

Let's just get started then.

I first like to thank
everybody for being here.

I am very, excited that we are
not at this point of getting the

leadership development kicked off.

It is something that we've
talked about for several months.

Mr.

Michael, Mr.

J Turner, who's in Tennessee and
myself, We've done a lot of work

pulling this program together with
the hopes of it being fruitful for

the leaders themselves and also
Chick-fil-A, 12 Oaks, 12 oh Chick-fil-A.

As we've mentioned before,
this is just something that's

unique in the Chick-fil-A space.

It is something that we can't go
to any other Chick-fil-A and say,

Hey, how did this go for you?

And can you just give us a little
bit of help as to how to navigate

this terrain, that is not the case.

We are pioneering this.

We are hoping that this is gonna
be something that's gonna be long

lasting, but more importantly,
it's gonna be something that you

all will benefit from the most.

And that's exactly how
we're hoping it to be.

We're asking for you all
to be committed to this.

We're asking that you all
in some regards, be selfish.

in regards to taking the
information that is being presented.

I'm, confident that Mr.

Turner and Eddie J will be doing
a fabulous job in presenting.

And I'm really excited about what
I'm gonna learn and my takeaways from

this as well as I'm excited on what
it's going to do for each of you.

And to just wrap up with this I,
look at this in terms of, we all

heard of executive programs, right?

Where you have executive mba, where you
have people going through programs where

companies put you through this accelerated
program to get to a certain level.

That could be 16, 18,

This training is, designed for 12 months,
and I view this as the same thing.

You're gonna get some information that.

Particular or germane to
Chick-fil-A, you're gonna get

leadership development skill sets.

And that is what's going to be important
for you all to remember, because when you

walk out the door, you're going to be able
to use those skills in your next endeavor,

whether it's with another Chick-fil-a
location, corporate office, or wherever,

or, and other, areas of corporate America.

With that being said, I thank you all.

I, know I've been a little bit of a,
pest and a pain in all of your ears and

making sure that we're in attendance
to make sure that this is something

that we kicked off and that we continue
to be persistent and successful with.

But I, do truly thank you.

And with that, I'm gonna
turn it over to Mr.

J Turner and also Kaya
and Kendra and Leila.

Hello.

Thank you all for attending.

Mr.

J.

It's all yours, sir.

Yes, sir.

Alrighty just getting a
couple things set up here.

I'm sharing my screen since
will be going from a PowerPoint.

But I think we'll just kind do this
as, typical of my southern upbringing.

My, my daddy always said you
can't really teach a class and you

don't know the people in the room.

I'm gonna just quickly introduce
myself and then I want you all to go

around the table, introduce yourself
know, first name, last name, and

how many years you, how many years
of management experience you have.

And that in those years of
management experience, they do

not have to be from Chick-fil-A.

But it is, I'm just curious to
know, just like how many years of

manager, experience do you have?

That helps me kinda calibrate the
room and calibrate the discussion.

So again, I'm Jay Turner.

I own my SS . I really do a lot
with for-profit and non-profit

organizations around organization
development and leadership development.

Surprisingly I have a master's degree
in library and information sciences,

so I I'm a librarian by trade.

Now I haven't worked in a library for for
about seven years, but I'm a library nerd.

I grew up in libraries started showing
books at a local library and I spent

and not making a whole lot of money.

And so I said, you know what?

I'm done with this.

It's for the birds.

I still love the libraries.

I still have 'em as clients, but I get
paid a whole lot more as a consultant.

working for the libraries that are
working for the library directly.

So life lessons Hey, if you like
public services maybe, you have

a career in libraries, but you're
not gonna get rich doing it.

Gotcha.

So anyhow today like our session is,
it's called Leadership of Foundations

of Leadership and Management.

And this course is really intended
for us to really look at ourselves

and become more self-aware so that
we can really start building that

groundwork of that competency of
just being self-aware as a leader.

Because as, you're leaving people,
the very first person you have to

hold a mirror up is to yourself
and, to die self you must be true.

And we, really gonna talk
a lot about self-awareness.

That's some other fundamental things
around leadership and management, so

that hopefully today maybe there'll
be one or two golden nuggets, just a

couple things that you might be able to
take out and say, Hey, you know what?

I didn't know this before.

Or, Hey I knew this, but it's
good to hear this reinforced.

From somebody with some industry
experience and you can take

it and apply it to, to your
own learning and your careers.

So with that said, that's
a little bit about me.

I just wanna go around the table starting
with, my with my, dude here in the yep.

Yeah.

With the good hair, whatever,

.
I appreciate it.

My name's Nicholas.

I've got two years of management
experience less than six months with

Chick-fil-A, and then a year and a half
with previous jobs that I've worked with.

And I'm originally from Arizona and
just moved out here to Michigan in June.

And I just contin want to continue my

career here at Chick-fil-A.

Okay.

Excellent.

All right.

No.

Yeah.

Sorry.

Hi, I'm Noah . I have worked at for
two years now, and I've been a leader

for one, and this is my first job,

excellent.

Hey happy, to meet you and I'm sure that
they're happy to have you on board, Noah.

All right.

Who's next?

Mr.

Davis?

Hi, my name is Em.

I've worked with Chick-fil-A
since April of this year.

I have, I

don't have I have not

held any formal management positions,
but I have many years of experience

in leadership and things like that.

Yeah,

I'm Daveon Williams.

Been with Chick-Fil-A for 11 years.

I would say I spent eight of those
years in leadership into management.

I plan on I have aspirations
of becoming an operator.

That's great, Dave.

Hi, I'm Ashley.

I have no management experience at all.

It's all here.

We obviously, it's like Skittles.

We have the whole rainbow here.

Okay.

This is great.

All right.

And the person sending to the,
I guess that's Ashley's left.

Yeah.

Hold on.

My name is Dominique man.

I've been with fil-A for five and a
half years eight years in management,

but three years in leadership.

And then just look forward to
just being like a traveler trainer

for all Chick-fil-A's and the

company.

Oh, that's excellent.

I, like that career path I would just
say if you are thinking about being

a traveling trainer I am working
with you all for the next year.

If you want to just get together, talk
shop about like training and facilitating

and how to help adults learn best.

I I'm a resource for you.

Thank you.

Look forward to it.

My name is Guy.

I have seven years of management
and leadership experience.

I've been with Chick-fil-A
for going on 11 years.

All

right.

Yeah.

So Guy you know what?

All the dead bodies are
buried, man, yes, sir.

Yes, sir.

All right.

And then lastly,

oh I'm Hannah.

I've been with Chick-Fil-A for about
two and a half years in management

for about a year and a half with that.

Okay.

My name's Eric.

And I've been, had manages for about
two years now, here at Chick-fil-A.

That's me.

.
All right.

So, this is actually,
this is very helpful.

We got two more.

What's that?

We have a few more.

Layla and alums.

Three.

Mark.

Go ahead.

I'm Layla, like Ashley.

I have

no formal management experience,

but I've held leadership
positions in other places.

. All

right.

. Excellent.

Sorry.

I'm Kendra.

I've been with Chick-Fil-A
going on three years now, and

I've also had no formal
management experie.

All right.

I'm Kaya, and I've been with
you-I for two years, , and I

have no management experience.

Right on.

Right.

Don't right on You I have no management

d . All

right.

No so again I see you Cordell.

Yep.

You got a hand?

Just

one thing.

Mr.

J on your end would you like
for us to adjust the camera

in here for you in any way,

or are you good?

I think I'm good for right now.

I can see everyone I the people who
are closest to the monitor, yeah.

They're kind cut out.

Okay.

That's, a bit better, right?

Yeah, we're good.

We're good.

Okay.

All right.

Thank you.

Okay yeah so we can, you all
have a gamut of experience here.

From folks who've been who've had
managerial positions for eight

years, almost 10 to so you got
a handful of folks like that.

few that have just a
few years of experience.

I, think, I mean we had what maybe
like some fours or some fives.

Then we had a couple folks I wanted to
say that had one year and then and then

a few who have no years of experience.

This actually is a good thing because
in a class like this where we will be

highly interactive and will be talking
a lot to each other that diversity of

experience is really gonna provide some
rich conversations also along those.

No, I'm gonna ask that.

I mean that we, that whatever formal
titles you have at Chick-fil-A,

you just put 'em away for today.

We're all here at the table we're
all equals we're just going to

just talk as equals And and then
finally Vegas rules apply here.

If we ever find ourselves in a
situation where we are having to

talk about something that's tied
to the restaurant and maybe like

someone's name, is tied to that.

These things, they do happen
sometimes, and that's okay.

It's just that I'm just asking, you
always hold right hand and just like

swear scouts on it that whatever we
talk about and if we have to talk about

anybody in particular that we don't
go back and bring it on the floor or

back backup house and start talking
about 'em outside of this classroom.

Okay.

Alrighty.

With that all said, and they got
a sense of all of your experience.

I want to ask you a couple
things about management, okay.

And let's see.

Are you able to see my
slide on the screen here?

Are you all seeing the foundations of
leadership and management slide, or are

you just seeing my big old fat head?

Yes, your beautiful face.

I, I gotta be honest, man.

Hey, man, for 43 years old I'm
a good looking guy it ain't,

I'm a good looking dude.

J we found out I still need to change
that input to see those slides.

Okay.

Yeah, So ahead inputs
and take to the slides.

We have the slides and we can hear

you.

Okay.

Excellent.

Just a quick opening exercise.

And I want you to just talk about this.

Just find a person like to your left or
your right is just a quick pair of share.

And then just talk to someone about
what do you find most challenging about

managing people and what do you find
most joyous about managing people?

Now, of course, I know that we
have some folks here who don't

have any managerial experience.

So so for people who don't have any
managerial experience, you can talk

about what challenges do you think
you're gonna have when you're a

manager, and what joys do you think
you'll have when you're a manager?

Okay, so let's just do that real quick.

Two minutes.

Just two minutes.

Talk to a person next to you and let's,
see what kind of conversation we get.

What I find most joyous is, to
see like tune work and I, when

they are doing everything of

and then's some, and it's just,

it's like a transla,
can you put in the word

I can them

to cut em and see them, and
then to see your team just like

work on themselves to be there.

That'll be like, that's with
a personal level as well.

That kind of, it's challenging.

like

every, tend to kinda like, always
like to change is always challenging.

Like you're to in ideas to, to get fresh

of that managing.

Everybody on How to word, but just
the challenge, like as a collective,

it's to do the conversation.

Yeah.

Yeah.

I would say probably about the same thing.

It's, the synergy is amazing.

Find that it's, but also,

and when it this challenges, that's when
the, you get that in to think, implement

There's one minute left.

So you, your second question,
just hop to the second one.

One minute left.

Even if it's just like a of
you, then it's like you still

have . So to understand the money.

Does that make sense?

Yeah.

I think that helps a work relationship
a lot, but for sure helps taking over.

Is Ely

okay?

I think the room, just like
everybody on queue, just stopped

talking at the same time.

So I'm assuming we're finished.

Alright.

So this just get a couple
people to share out.

What, are some of the most, what are
some of the things that bring you like

the most joy around managing folks?

I guess it would be the opportunity
to teach to teach people something.

I guess that'd be the most joy that I get
out of it, is just being able to manage

and lead a lot of the other team members
into learning something and that they can

take somewhere else to better themselves.

Yeah I, like that.

That's really profound.

When I worked for the American Red Cross,
our c os, chief Operating Officer, he

was really big on developing others.

And mind you, this is an organization
that, that employed 35,000 people

in over two 50,000 volunteers.

His name was cliff Holtz.

And Cliff he was he, had that
developmental mindset and he said

that he hopes to develop his team
and, others within the organization.

So that one day that, that someone
is ready to take his job so that's,

altruistic development right there.

Like, when you really are like, wanting
to develop someone it we, develop

them from a mindset of abundance.

It's it's like they, like people have the
ability to learn and to grow infinitely.

So, I just, I wanna say
I like that answer a lot.

Anyone else have a joy about managing
people that they want to share?

Yes.

I would say just getting like the team,
like harmonized and like working towards

the same thing is joyful to see us
like all working towards the same goal.

Yep.

No that's, absolutely great and.

And we know when it comes to employee
engagement, the more people that you

have bought in to, like the, to like
the mission and the vision and your

immediate objectives, that the better
the machine's gonna work, and and,

the more harmonious and enjoyable
the work environment's gonna be.

So I think that's great.

All right.

Let's just get one challenge from someone.

What's one of the most challenging things?

I would say the challenge is as a young
leader, young manager, you tend to try

to put make everything go smoothly.

And sometimes that just doesn't
happen because you never know.

Like call offs.

You gotta plan for call offs.

You also gotta plan.

It's just a lot goes in with running a
shift that is sometimes can be challenging

because of the fact that you're, I would
say for me as being a young manager is

just and then coming in from another
store to a restaurant you just have to,

I think that's one challenging thing
is not knowing what's gonna happen.

Cuz everything can work together in
a hundred percent and then one thing

falls and then it is like your whole
shift is like basically falling apart.

So that's my, that's

for me.

Yeah.

No and I get you and that around my
scheduling is, that's not just endemic to

Chick-fil-A or the restaurant business.

I just go back to my experience
as a librarian, right?

The bottom line is y'all sling chickens.

I was sling books.

But but the bottom line is you have
to have enough bodies in the building

to keep the, to keep the business
running and to make sure that your,

customers are gonna be happy and safe.

And, so you're right.

Scheduling is is a very big
part of what managers do.

I would dare say that from a functional
perspective I, think scheduling and

making sure that you have enough bodies
to cover the shift is probably and I

have to defer to Mike and carry on this.

But I'm thinking it's probably one of
the most important things that, you do.

And so I can understand the
pressure being there as a young.

All right yep.

There was lot of really good
discussion I heard going on.

Of course.

There's not enough time for us
to, unpack all of it, but I'm

sure that we'll be coming back to
a lot of this stuff as we go on.

So I wanna just talk very quickly
about what we're doing today, our

purpose purposes and objectives.

Again this workshop is all
about demanding, developing

your managerial skills.

It says library success.

I I forgot to change that word.

It's not a library , but developing
the managerial skills for the

success of the restaurant.

And whether, we are talking about
restaurants or libraries, the bottom

line is there are essential compet.

Around management and leadership
that are research based.

And it doesn't matter which industry you
work in, those competencies are the same.

And, I want to introduce those
competencies to you today so that they

can really serve to be a foundation of
your overall leadership development.

Three things that we're gonna really
be talking about first is demonstrating

self-awareness, and then we're gonna
talk about this differentiation

between management and leadership.

Because in my experience, and
I've been around the block for a

whole minute people tend to use
management and leadership oftentimes

interchangeably or to delineate one
level of worker in an organization from.

And those two things aren't right so
I want to just really talk about and

disambiguate what, do we mean by managing?

What do we mean by leading and why it's
important that we know the difference.

And then finally we'll, get into
discussing ways to ensure that when you

are leading a team, that you are being
mindful of the, of how engaged your direct

reports are so that you really can have
an environment that's running on all

cylinders and the ceremonious and people
are bringing their best selves to work.

All right, so I said that we're gonna
talk about self-awareness and and

so my question is, the first, thing
here is like, what is self-awareness?

Alright?

So anybody just out there want
to volunteer a response to, what

do we mean by self-awareness?

I would say knowing how your
actions affect other people

around you when you around there.

Yep, absolutely.

I And that's, it in a nutshell.

Self-awareness really is it is being
conscious of of your own character,

your feelings, your motives and desires.

Now, remind now remember that this
class is about the foundations

of management and leadership.

And with that said, why do you think that
we're starting with self-awareness first

and foremost while, we starting with

self-awareness?

Because if you do, or if you are not
aware of yourself and how you operate,

And knowing of your character, it'd
be very hard to operate and weed other

people in the direction that you see fit.

Yep.

That that's, absolutely it.

We, start this session with self
awareness because again, we have to

recognize what we bring to the table,
where we're strong, and then also what

our opportunities for development are.

And, as we work together, you're gonna
hear me oftentimes refer to weaknesses

as opportunities for development because
I, really don't like the, term weakness.

Yeah, there're all, there are things
that we all can have that we all

have an opportunity to get better at,
but it doesn't mean that we're weak.

It just means that we need to be better.

So that's just a little, preview of to
come and how I talk about these things.

But yeah self-awareness, it
is, but the most important

thing is the key ingredient.

So that we can become aware
of our own behavior so that we

can be better leaders overall.

Okay.

No, that's,

I wanna talk to, I wanna talk briefly
about the characteristics of how

the effective managers, now there is
there's, a research organization that

does a lot around executive development.

They've been like in, they've been in the
whole, game of leadership development,

executive development for, gosh, at this
point, almost a hundred years, they call

Korn Ferry, k o r n f e r Y, Korn Ferry.

And Korn Ferry, this research and
executive development and leadership

think tank, they have identified through
research with a whole lot of research

the three characteristics of effective
managers, and again, these characteristics

of effective managers or cross cutting
across industry, across sector.

It doesn't matter if you're in tech
or you're sl a chicken or you're

slinging books, like it doesn't matter.

Like these are the three things
that an effective manager must have.

And how the effective managers,
according to Corn Ferry, they

have the knowledge, right?

And so a high performing manager
has not only the technical skills

to do the job but they also have.

And they develop business skills
that, they need to prioritize,

plan, and make effective decisions.

For, some of my newer managers here,
or people who have not moved into

management there's, a caveat I wanna
put out here, and that is when, we

think about your knowledge, right?

Your, like your technical skills.

Technical skills are a double edged
sword when it comes to your foray

into management and leading other
people because you can be highly

proficient at what you were doing in
your past job and that right there

gets you the street cred, right?

That gives you the attention and,
people saying, Hey, This person is is

a really good frontline supervisor.

I think that we can make them
a junior operator, right?

Like that set of skills gets you to
the junior operator level, right?

But will those same skills ensure that
you are successful as a junior operator?

And, the answer to that is no.

So I, I'll just, I just putting that
out there and you have to realize that

whenever you're making a, jump from one
managerial level to another, or from

an individual contributor to a manager
what got you here won't take you there.

It won't take you to the next level.

So, technical skills,
they're double edge sword.

You have to you have to
have those technical skills

so you can help your team.

As you are, working as a manager,
you have to really lean into

developing the business skills around.

Planning, organizing, and executing.

All right.

Then the second characteristics
of a highly effective manager

are your interpersonal skills.

And this is what's at the heart of
who you are as an effective manager.

These are the internal factors.

These are things that are gonna
show through like your thoughts and

attitudes and values and beliefs
that show through in your actions.

So this is where stuff like integrity
character and authenticity, that

like those things all show up inside
of those interpersonal skills.

And then also how the effective
managers have a really high degree

of emotional intelligence, right?

And so they're able to communicate
effectively with with, everyone,

whether it's above them, belief
them side by side with them.

They can do that.

And then finally, when it comes to
your interpersonal skills, this is

again, where you are self-aware of your
strengths and your opportunity areas.

All right?

And then we get down to the third
characteristic that Korn Ferry

is identified for an effective
manager, and that's driving results.

So we know that highly effective
managers they are action oriented.

That means that they don't talk
about it, they be about it, right?

Like these people actually they
know how to get the work done.

But what makes a highly effective manager
when it comes to driving for results is

that person is able to balance two things.

They would balance the work as well as
the needs of the people that work with.

And I just I, can't reiterate that enough
because I'm just here's a question.

Just raise your hand.

Have you ever, worked with a manager who
was really, good about getting results,

but they did so by totally breaking the
spirits of the people that they work with?

Exactly.

So , I'm just saying it's a thing like
that, like this characteristic is one

that I've seen so many of the people
that I coach struggle with the most.

It's they're, graded.

They're great at implementing projects.

They can manage change, but they
cannot but they do a really poor job

of managing, developing their people.

And just taking care of the
fun, the fundamental human

needs that staff members have.

Okay, so now I've gotta give
y'all a little exercise.

Do y'all have like white
paper on your table?

Black paper?

Yes.

Yeah, white paper.

Here's what we're gonna do.

So we talked about the characteristics
of an effective manager, and I'm

not, I'm gonna I'm gonna break this
down into the way that I remember

these characteristics, right?

So,

your knowledge, your skills,
and driving for results, you.

So, yeah, y'all get, y'all gonna get
to do a little art project, right?

.
So here is a

little picture of an outline of a
person you can try to replicate this

outline, draw a gingerbread man,
draw a stick figure or whatever.

Alright?

And so what, I want you to do
is you're gonna be considering

those three effective, those three
characteristics of an effective

manager that I just talked about.

Knowledge, interpersonal skills, and
driving for results in, in, light of

what I call head hard hardened feet.

Okay?

So your head is your knowledge.

That's like the knowledge of what does
it take to be a highly effective manager.

What do you need to know to have the
business skills and the technical

skills to, really execute at take away.

and then and then at the heart section
like what, do you need to feel like, what

does a manager need to feel in order to
be successful as a manager at Chick-fil-A?

And then finally, your feet
like driving for results.

What do you need to be doing
on a regular basis so that you

can not only get results, but
also take care of your people?

So I'm gonna give you all and I don't
know if we need a four or six minutes,

we're running a little bit behind.

I'm gonna give you four minutes on this.

And, then just on your step figure, just
off to the right or to the left, whatever,

just what, you know for, like what, so
for the head what are the business skills

and technical skills that a manager
needs to be successful at Chick-fil-A?

Write those down.

Then when you get to the hard area, like
what does a successful manager at CHIPA

need to feel in order to be successful?

And then when you get down to
the feed area we talk about what

actions does a manager need to be
taking in order to drive results

and also take care of their people.

Any questions about that?

Nope.

All right.

I will start the timer.

That's not worth of the assignment.

You have to,

I'm not going into that depth.

Yes.

Alright, so what.

I, think I see many people
with their pens done or do we

still need the additional time?

Just raise your hand if you need,
the extra time or if you're good.

Okay, that's fine.

I have a complaint.

My partner's not doing the correctly
Finished with the assignment.

What?

White exactly?

White.

White.

My aspiration.

. . racist.

When you're Yeah.

Like eating your actually's.

You . I have a friend like

that actually.

. You got, you be.

Wow.

It's, I'm serious'.

Cause a friend like

that,

Okay.

Because the pursuit of the photo
is not gonna take the pictures.

And that's actually me.

They have the flash one
I, you can even see later.

And the last picture he said,
why was he, so he took it right?

I think it was Andrew, but

all right, about 10 seconds left

some.

Yeah, that's actually

okay.

All right.

So here's what I want to do.

Now let's, actually divide
the table into half.

I guess my, main is it Dave down there?

Yeah.

Excellent.

Dave, like your side of the table, y'all
are gonna talk about what your, what

you all put inside of your pictures and
and, come to an agreement after you hear

everybody's feedback on what what does it
matter, need to know field be able to do.

And then, I'm sorry, I'm
blanking on your name.

Ashley.

Ashley.

Okay.

Ashley.

One side.

Y'all gonna do the same thing, just
kinda talk about what you put and

then maybe y'all would just draw
like a consolidated gingerbread man.

Has the overarching themes of your
discussion for head, what would like

some of the common ones for head, what
would some of the common for heart,

what would some of the common for feet?

And after we get, those two new
gingerbread men drawn, we'll

see how they compare, right?

See if we all are in alignment
on what does a successful

manager look like at Chick-fil-A.

All right, so I think I can
give y'all yep, let's give

you five minutes to do that.

There we go.

And we'll see what we get composite wise.

So there you go.

Put it through your teams

and

definitely

no's, processes your side.

Yeah.

Whoa, dude.

Do you see this?

Take one.

Like knowing the process, how the
business and how it's supposed to run.

Not necessarily related Chick-fil-A,
but wherever you're leading or managing,

I feel like you need to business runs.

Know the processes of the business.

Empathy was the first thing
that I wrote down had I also

thought being able to learn.

I, think all three need two important
skills that would be communicate.

We need to be able observe the,

and then was for all of them.

If you can communicate to your team,
you'd be able to, what they need able

to communicate, process, business,
tasks, processes you need to take,

being able to communicate on your feet.

Has

I just anything that relate
week, but any of them duplicate

you that for heart feel empathy?

Yeah.

Oh, were you in all three?

Yeah.

Or I'm on day.

Can we heart there?

Yeah.

Do you have anything for, not for heart's.

Its patience.

Emotional intelligence.

I feel like that's a hard thing.

Or maybe it planning
intelligence, head of heart.

I could say planning as well.

I have similar thing down from experience.

I, had a, I also

empowering, that's a one and I
also wrote down, runs along the

same lines with them and all that.

Being compassionate as well,
the team to something to learn,

like being able to communicate

the

question doesn't ask for

Trust the foot.

I had guide people where I needed.

There you go.

I look away

too much with the lead because you
wanna walk what you talk, in my opinion.

Someone

doing our

final, you read if you don't
want tell, always do a task.

I don't say them.

Ill willing to do the task as well.

I just threw it on the other side.

Oh,

do you double the head processes,
communication and observation.

And then for middle part, empathy,
communication and observation.

And then the last one is
planning and on is how you just

lot of passionate about Yeah.

To do it well can it for heads and trusts?

It with doing that.

Cause if I can't and if you don't
trust, that might be having that

passion might be a part thing.

Honestly all emails not
compassion, passion.

Yeah.

Compass you said that
might be a hard ones out.

If you can plan for it, that'll be fine.

That's part of motivation for now that
you're telling I can definitely plan.

Find coverage.

Yeah, you can coverage me.

You guys going on that side?

Yes, sir.

Mr.

J I think we're giving
you a minute back, man.

We're all

set.

Okay.

Sounds good.

Hey Cord, just real quick, are you able
to see me like my face on the screen now

or is it still my, it was still my slides.

It's still the slides still the slide

and the, just the gingerbread.

Yep.

Not important.

All right.

You want me to change the input?

Nope, Okay.

Alrighty.

Okay

Let's get a representative from each
team to go through their go through.

They're tend to it, man.

the the spokesperson for, Dave's team?

I guess it'll be me, right?

Forehand, we went with
knowledge or just knowing learn.

Did we say that or did I say that?

Yeah, I said that.

You did not say that is perfect.

Learning being the having
the ability to learn.

Another head piece
would be being peaceful.

I think I wrote on mine, I
said peaceful and clear minded.

Focus.

Focus.

Yeah.

Professional.

Excuse me.

Professionalism was
another piece for the head.

You want me to continue
down to the other two parts?

Uh,

Yes, please.

Okay.

For heart we have patience,
emotional intelligence, empathy,

compassion, and then just passion.

And then for feet, taking action
giving guidance when you're

taking action, creating an
example and then being purposeful.

All right, very good.

There you go.

Round applause for Dave's.

Team it up for me,
team, what do y'all get?

Okay.

There are a couple that go for both
or for all three of the head, heart,

and feet, so you'll hear every repeat.

For head, we put know the systems
and processes, communication,

observation, and trust.

For the heart we put empathy
and trust, and then as well as

communication and observation.

And for feet, we put planning, empowering
others, communication and observation.

Hey, I love it.

There you go.

You're ing

right.

This is all.

Hey, y'all did great on that and
I couldn't have said it better.

I need to go back.

Just a slide.

I'm assuming that everyone here probably
has like a cell phone or whatever.

I have like your handouts.

I try to do these things
digitally so that, we're not

tearing up trees and, everything.

So I need to find what I did with
the QR code for your handouts.

So that, name it.

Here we go.

Yep.

Yes.

Back on the objective screen,
if y'all can just scan that QR

code really quickly, that's gonna
give you handouts for the class.

I'm sorry.

It's saying that it's not

fun.

Look at the donut.

Cute.

Here,

let me give you the link to it.

Let see the direct
links for your handouts.

That's donut everything.

Bagel.

Yes.

Or Bagel.

That's definitely a donut.

It's

bagel.

It's bagel.

Bagels.

A bagel.

Its I dt Know what have that.

If y'all ever

to show the 3D effect.

Don't, it's just high.

That's what I was saying.

Sunflower Bagel.

No, they don't.

Sunflower bagels as we had the chicken.

Oh yeah.

We used to.

I'm, you didn't know that.

. I didn't like that one.

I'm a list.

Do , let go make you one real quick.

Oh,

in here real quick.

So y'all can just, you can put it in.

It's okay.

. .
I'm . It's like ones like a , oh's.

Other plates.

Okay, so Jay, will this be a website?

We need to go to Eric?

Yep.

There you go.

It's,

I can't wait that.

Okay.

I'm sorry if you small bag there.

Dot io.

Perfect.

Still says, thank you for saying that for

That really made me realize,
I'm think I found my

Today's out all right.

That it still not found.

Yeah, it says still not found.

I got it.

It's still bagel still.

Quarter, something.

It works, it worked for me.

It's, I got it.

I got it.

You guys got iPhones or something?

Bagel, can you send me the link?

This isn't, oh, yeah.

Still run up on Apple.

He Could you text me the link?

I can You just go ahead
and make each Oh my gosh.

Okay.

She said I did not say all that.

I'm just gonna put it in the slack.

That's about great idea.

Put it That works.

Put in the, yeah.

Yeah.

That was my, that works perfectly.

Don't do that.

. That's when it comes in handy.

Eric.

Sometimes you gotta be a team member.

A team player team will not be able that

empathetic peer

to I saw he said that.

What?

No, I said no

out.

Everybody.

Hold on Time.

Out time.

We, you should be all included
in another Slack channel.

The Emerge leadership

development portal.

I noticed not many of you accepted
it, but you should be there.

Accept That's

I'm, gonna put the link to the
handouts also in the channel right now.

Okay.

Daveon.

We didn't Oh, already did it.

Look at you off.

That's great.

Okay.

Oh, that's me.

Video that was no.

Oh, never.

Oh yeah.

And if we could use that Emerge portal,
the one that was created specifically

for this development that, wait,
you didn't put the, put 'em both in.

Keep some of the confusion out.

All right.

Welcome.

It's so

for people who have not, if
you do not have a handout

right now just, show your hand.

Don't have them.

Its a issue.

It, he should brought, his
iPad should have been prepared.

I'm

question again?

We have his, I just need to show up hands
for anyone who does not have the handout.

Okay.

It's good.

Okay.

So it looks like everybody's
got 'em all right.

Because you will have some homework.

Self-directed homework,
but homework all the same.

Okay, so let's talk about.

Competencies.

Back to the presentation here.

All right, so competencies are,
again defined by KO Ferry as

essentially the, basic ingredients
of success that worked at work.

And they can be distilled into skills
and behaviors that you can observe

with the key thing being that that,
you have to be able to observe them.

Competencies include things that are
functional and technical skills, like

we talked about, Hey there, there's lots
of pieces of equipment at Chick-fil-A

that you have to know how to use, right?

You have to have a lot those al skills,
but is also the management skills that you

need in order to be a better leader to be
more resourceful, to show more courage,

and to exercise better decision quality.

So the reason why we're bringing up
these function around these competencies

is because inside of your handout
packet, on the second screen, there is

a handout for a competency assessment.

And that assessment is, really giving
you an opportunity to see how would

you stand up against the five core
managerial competencies that Korn Ferry

has defined for a highly effective leader.

I'm not gonna read these.

You all are intelligent people.

Hey, if you are working at Chick-fil-A,
obviously you can read, but these are

the five, these are the five recover.

For highly effective leader

You have to be able to drive results

Plan it, line.

Situational adaptability, decision
quality and directing work.

Those are like the five overarching
themes, the competencies that you

will be assessing yourself on in
the competency assessment in the

second page of your handouts.

I'm, just gonna talk you through
how do you actually do that

assessment really quickly.

And

again this is for homework.

And it is just for your old posterity.

I really encourage you to do it.

Because I think you've gotta learn
a lot around yourself and you'll

be able to spot areas where you're
strong and areas where you do have

some opportunities for development.

So let me get this
resource packet for you.

Let you get there.

You just downloaded it.

Okay, here we go.

All right.

And on the screen you should
be able to see a PDF that has

down the left hand column.

These are all those competencies,
those five manager competencies

that were outlined by Korn Ferry.

So driving results, planning and aligning
situation or adaptability, et cetera.

The competencies go down the left
hand column off to the right.

You'll see that each competency has
behaviors or descriptors that are

associated with that competency, right?

And so what, I'm asking you to
do is for each descriptor or

behavior associated with that
competency, you need to indicate.

If that behavior is a strength, basically.

You're a rockstar at it.

So, basically when it comes to drawing
results, if you have a strong bottom line

orientation and that's like core to your
dna, like you always look at the bottom

line, you know that's a towering strength.

You're a rock star at it,
you're a market as a strength.

But let's say that you're looking at the
second behavior of the driving for results

persisting and accomplishing objectives
despite having obstacles of setbacks.

Maybe Maybe when the wind blows too
hard or if you get too much resistance

you, fold on the pressure, right?

So maybe that might be a weakness or an
area of opportunity for you to develop.

So you would mark that as area
of opportunity if, that is

indeed an area of opportunity.

And then finally, the third choice
you have when it comes to rating one

of these behaviors is skilled skill.

Just means that you're okay at it.

You're not you're not a rock star
is also not your achiles tendon.

You can do it 70, 80% of the time,
and the results are going to work

out the way that they need to.

Again, what I want you to do is for each
competency, go through all the behaviors

and just indicate Is the behavior,
strength and opportunity or skilled?

In my experience, I've done this for
myself, I've done this for a lot of teams.

I've done this assessment for
CEOs, for lawyers, for pharmacists.

I can tell you that I have not met a
single person who is strong in everything.

I'm, thinking that you might not
be strong in everything either.

But before we do this is because
if, we're already like really strong

in a place there's, a couple ways
you can look at developing, right?

If you're strong as something, you
can do what Stephen Covey says,

and that's sharpening the sword.

So if you're strong as something, you
can become even stronger at it if you

want and if it, fits like your career
goals and it fits the position that

you are in as a manager sometimes.

Sometimes it makes sense to be
doubly strong at something, right?

But also too, you do have to take care
of those opportunity areas, right?

If you have some opportunities
particularly if they are significantly

weaker opportunities, you need to
be able to fix those because what

happens over time is if you have a lot
of opportunity areas and you know it

about yourself and other people are
starting to point it out to you, then

you might have what's gonna be called
like a career stall or a career stopper.

I, do believe that we should play it
to our strengths as much as possible.

However if you're, if you constantly
getting feedback from people around

like, a behavior or two that, that
you can improve in where there's

smoke, there's usually fire, right?

Yeah, just do this.

On your own.

When we, will have group coaching sessions
starting within about the next two weeks.

I still have to get with Carrie about
that to get these lot to your schedule.

But one of the things that we'll talk
about at the group coaching schedule, I

mean during the group coaching session
is, we'll, we will be revisiting these

managerial competencies, assessments
and just having people share out as they

feel comfortable how they rate it out.

And then we can also think about
like, how can you develop in areas

where you have some opportunities?

Okay.

Any questions around how to do that?

Okay.

Excellent.

Okay.

So now, that we've talked about my
self-awareness, I want to get into the

differences between managing and leading.

Dave does your hand up that
you have a hand that came up?

Yeah, you can disregard.

It's fine.

Okay.

You sure Matt?

Yeah.

Yeah.

Cool.

All right, so

Let's talk about our second objective
then, and that's managing and leading.

So again like these are terms that,
people like literally just talks about

nearly Willy oftentimes sometimes they'll
say management and then leadership

and usually interchangeably the same
sentence, or they'll use it to kinda

distinguish, Hey, the guys up at the top.

Like Mike Mike, your owner
operator, he might be like a leader.

Some of the shift managers
are like managers, right?

And that's not right.

And there's reasons why we do
need to have this conversation

around managing and leading.

But don't take my word for it.

I'm gonna play a video from a
professor at Harvard University.

He's at the Harvard Business School.

His name is John Co.

Now, mind you like this guy, he's old.

He's old.

He's not exciting to listen to.

There's only five minutes.

But he has about as much energy as like
one of the walkers from the Walking Dead.

He's, other than that, yeah.

But, I think if you can just
listen through his mumbling and

really hear what he has to say.

He does make some very good
points about how to distinguish

between managing and leading.

So with that said, I'm gonna
play this video by John Hunter.

And we'll talk about the differences
between management and leadership.

The two words,

management and leadership
are often used as synonyms.

That is to say people don't even
notice that in one sentence.

They're saying one in one
sentence, they're saying another

and they're thinking the same thing,

whatever.

It's

Or they think that the guys on top do
leadership, whatever that is, and the

guys in the middle or lower do management.

Both are wrong, both are dangerous, and
both are increasingly a, problem in a

world that's changing faster and faster.

Let me explain.

Management has, believe it or not,
mostly been invented in the last

century as we've created these
modern things that we take for grant.

Large scale

organizations and it is about
a set of processes that make

something function.

Despite the fact that it can
be in multiple locations many

people complicated products and

function in

a

way that if you talked to
somebody even 200 years ago, they

would've told you you can't do that.

You can't have this

many.

Yep, nope.

People in this many places producing
this complicated this stuff and

making it work well, you can.

We've invented it and
it's called management.

It has parts associated with
planning, parts associated with

budgeting, parts, associating with
organizing people, staffing the jobs

correctly

Parts associated with measurements
and controls and big pieces associated

with smart problem solving techniques.

When action goes off
of plan now that is not

what leadership is.

If you go down through history
and look at people who everyone

talks about as a great leader
they don't talk about that stuff.

They talk much more about vision.

They talk much more about
people believing and

buying into that vision often through
various methods of communication.

They talk a lot about
energy and empowerment and

motivation and inspiration.

And

if you ask yourself what if management
kind of rungs this organization

that shouldn't be able to function?

It's too big, it's too spread
out, it's too complicated What

leadership tends to do, it tends

to be much more at the heart of
creating things in the first place or

changing them in significant ways to
take advantages of opportunities or

to duck hazards or to take a group.

And literally the same people

are getting them to pay

the behave in new and
different ways of produce.

Much, much, better.

Outcomes.

Now,

the problem today is that most of
the time when we talk about either

management or leadership, we're
really talking about management.

If you look at business schools, including
the one that I've grown up with and spent

my entire life in Harvard Business School,

and you look at

their curriculum it's
almost all about management.

Literally 95%, maybe 5% about leadership.

Now, there's nothing wrong
with that because people

need to

understand these managerial processes,
and for most people early, in their

careers, if they can't master that
stuff, they get themselves into trouble.

But

here's.

Increasing the, world is moving faster.

Increasingly,

organizations have to keep up

with that speed.

Increasingly, they need to change.

And therefore, increasingly they need

people who can provide leadership
and not just at the top, but in

the

middle and even young people
doing projects or being the head

of a task force at lower levels.

And if you don't understand

that they are different, the function

they serve and why the leadership piece is

more

important, and also why it's not

that one is good and one is bad,
but you hear sometimes leadership

is great, management's bad, but

that they're both.

It's just a matter of, one piece is
growing in importance and we don't have it

if you

don't understand that it's
a real liability these days.

All right.

That's, my boy jk Got say about it.

You dropped a little
bit of knowledge on you.

Hopefully hopefully y'all
got some takeaways from it.

So first I have a brief exercise
that I want you to do now

based on the conversation that
Carter just let us through.

Okay.

Cordell, do you have the post-it notes
out, you have sticky notes on the

table?

I do.

All right.

Cause here's what we gonna do.

It's gonna be a quick one, but yeah.

Give each person like a
stack of Post-it notes.

Things are expensive, Jay.

Oh, I really

.
How

much are these days, man?

Everything is going up.

Price.

We'll

talk offline.

Yeah,

you say a stack, would you
say six or seven or 10 or 20?

Man, I would say maybe about 10 or 20.

You

Thanks.

Hey, Cordell, I thought you ball man.

I thought you had the

money.

. Ah, man.

This Mr.

Michael's doing.

How's that here?

You guys have at it 10 or 20 ish?

So I guess , it doesn't
make sense for me, right?

Can't be if you can.

No.

Is two salmons salmon?

Actually, they're all
wait . There's no salmon.

Extra expert.

Is it salmon or salmon?

It's salmons salmon.

Anyone need more stickies?

Salmon's you proper.

Or salmon?

Whatever's not the whatever's it's,
these are plus this one we speak.

I didn't say that was non
typhoid, salmonella, salmon.

Here we go.

Near this.

Okay, here we go guys.

Take the water.

Water.

All right, so here's what I, here's do.

Quick brainstorm.

Actually I'm gonna make it two minutes.

We keep it and tight here.

Two minutes.

Take two minutes.

And I want you to think about the
task that a manager at Chick-fil-A

performs on a daily basis.

Okay?

For each task, write one
task on a sticky note.

So only one task per note.

And I know Cornell and Mike gonna
be like, why can't we do multiples?

The exercise just like design that way
y'all gotta come outta pocket for the

most sticky notes, man, it is fine.

But yes.

But yeah, so just that
one, one task per note.

Two minutes.

Just write down as many of those
managerial tasks that you can

think of in two minutes and go.

Don't do this.

I

You might need more sticky notes.

Let me know.

No, I'm good.

Are you stuck, Jay?

At least I think.

I hope you're gonna allow us to archive
these and take 'em with us and be

part of our ever growing portfolio.

. Okay.

You're make a piece of, I'm
saving my space, so I'm excuse me.

quality over time.

I mine's quality.

That wasn't the assignment, but

different.

See, that's the thing about
class's and it's based on

following True not our class.

In this class.

That's what

I, dunno what else you.

I'm doing great.

She's not doing's on track.

We're she's, he's not number four.

I'm not number, actually

three, two, I think one I
think's I need to look at.

All right.

It's, okay.

It's okay.

Because I trust that there are
a lot of intelligent people in

this room

and when we go to the next leg, this
exercise like your, a cumulative

responses are going to work out for us.

So here's, what I want y'all to do.

So as, one team at the
table Divide your task

into managing and

leading task.

Okay.

So I don't know Cordell, you wanna
put a paper on the table for them to

use, do that or they can just edit the

.
How would you guys like
to have it like this?

You wanted said I could rip one of
these off, put it in the middle and

guys divide it and kinda do leadership
and then I'm gonna do that on here.

You just wanna do it on register paper?

Is that the only wall
that's, is that one too?

I just on the wall.

And then what?

The other one is

Mr.

J, just to confirm, is this
size size a side, b side of

the table or everyone together?

Everyone together.

Everyone together.

So we should have one, one
consolidated list, right?

Yes sir.

That's fine.

Yep.

And you got

three minutes and 40
seconds to get it done.

Okay.

So Nick, you're gonna be the one

who

Oh, you got do.

That's not what we're doing.

Yeah, I, how my, like this.

Oh, kidding.

Yeah.

Just literal.

Just later.

We can't on flip up.

I, let's use our motor.

What you guys, I don't want
any reason through labor.

Don't really em up.

Okay.

Information.

Do that communication
strategy be like creating ums.

I thinks

I think that's the guess we're
that's not so to thinking.

Anyways.

Communication inspir,
we'll be got, we got here.

Think we, is this when we got think
about face, the, this is all Okay.

Did I put that down?

I'm, that's all's right.

Here is really all the management.

This is management from
Manage , this Benjamin side.

Am I leaving?

Is listening.

Ashley A or leadership is.

Listen, that might be that, must
be so hard for you tomorrow.

That Teal is and this teal
leadership, I'm just writing

down stuff that I, what was this?

I do truck order every day.

I forgot to put truck.

That was like the first,

oh my god, I didn't Making good
things end of month or truck

inventory the most we can start
with and of month end being

probably about a

minute and a half

of month.

So something that intermediate count do.

You can do daily.

You can do a daily count that I
think some of these are like double.

You got it there?

Yeah.

Good there.

. Lot of managerial stuff going on here.

Yeah.

Which is a good.

I a and then we're gonna be very similar.

I see.

I've seen your checklist three times.

Lady buddy.

I would've said checklist
was more leading.

Hey, I don't know how we're doing on
time, but as far as the ums, what we

Ed was

No, Four

.
Yeah, I know we're, down.

Know you's got 10 minutes or
eight depending on which clock

you're but I'm on it, man.

We're gonna finish on time.

We're gonna finish on time
cause we're a big dude.

I'm flexible and I'm
flexing all over this thing.

Alrighty.

We the I think we've got the the

right.

Good.

Okay.

So, who wants to just talk
me through some of the task.

You don't have to do all of 'em, but just
somebody read a few that are managing and

a few that are leading and if you had any
that were problematic and you couldn't

quite say they were leading or managing
let me know about a few of those as well.

All right.

So who, who's gonna volunteer
to be the the town crier

this time?

You volunteer?

I got Nicholas.

So a few of the things that we have for
managerial things is just just checklists.

I've seen a lot of sticky notes
doing so completing checklists

checking speed of service.

Yep.

Handling guest concerns, issues
I've seen like opening the store.

Closing the store making
sure your labor is on point.

Truck ordering, cashier accounts
repairs and maintenance.

What else do I have here?

Checking Slack to make sure if
you have any call offs or anything

like that, or anything that
needs to be discussed in Slack.

Schedule planning, shift planning
just just along those lines to

make your shift run smoothly.

And then a few of the things
that we got as far as leadership.

We have lead people with
excellence to train the team.

Communicate with team,
interviewing, hiring training.

Again prepare daily setup,
send people on break.

That's more management.

Yeah.

Maintaining happy work
environment solving problems.

Let's see, and I think a couple more
that I got here is coach up the team

inspire and communicate with team.

All right.

And, then just outta curiosity for
everybody else were there any tasks

that were, that you found that were
difficult to categorize as managing

or leading that you have any that,
that, that were not mutually exclusive.

Yeah.

What you got?

Yeah.

No, so like for the most part I like, we
were able to like easily separate them

between manager and and leader for, from
our perspectives, I would say num, like

a lot of the numbers, like So metrics?

Yeah, metrics and analysis
would be management.

You those.

That's just trash.

I hear you.

Yep.

I would just say in my experience doing
this exercise I, I, will say that like

other groups do oftentimes have at least
a handful of that fit like, on that

borderline between managing and leading.

And, like one that depends out
to me is, like coaching, right?

Because, coaching you can coach people
in a variety of situations, right?

You can coach them for performance.

It's Hey you're not doing x, y, Z thing
on the job that we need you to do.

And that's, very managerial handle when
you're coaching for, performance, right?

But also you might, in the same
meeting, doing like a one on one

with that employee, you might also
need to have a coaching conversation

around their career development and,
saying, Hey you, you've been, you,

you've been with us now for two years.

I'm just curious to know what do
you see yourself in the future?

What kinda support can I give you
as your manager to help to help

remove some of those barriers so that
you can best position yourself for

another, raise or whatnot, right?

And so when you're coaching somebody
for development in that way that's,

more leadership than management, right?

So I so that's just that's
just one example of how.

Something as generic as
coaching can sit on that line.

Again, as we continue to con have
our conversations around leadership

development we'll, we will, I'm
definitely sure gonna see some things

and your, day to day that you're
probably start thinking about is this

always managing, is this always leading?

Sometimes does it flip back and forth
between the two and and, the why behind

all this Really, it's just so that,
as Carter said in his video it takes

you as a person to manage and lead.

Like whenever, you're approaching your
job as a manager, even though your title

might be manager you'll also be doing
some things that are leading your people.

That's, that that's, the big takeaway
there is even when you're doing the

managerial stuff, there's still leadership
tasks that you have to build into

your day because you have to lead your
people or they're not gonna produce

those results that your feet need.

Last thing we wanna talk about in the
few minutes we have left is just how

do you keep like your team engaged?

And so there's a lot of
research that's been done in the

realm of employee engagement.

And typically I would ask hey
what engages you and your work and

what are some things that you can
look at with your staff members to

tell how they become disengaged?

I'm, not gonna do that today.

Because that's, kinda rudimentary, right?

You know what engagement looks like?

Like, when you're engaged you're,
out there, you're having fun.

Like your work doesn't feel like work
feels like a big old party, right?

When people are disengaged,
they stop showing up.

They think out, they call out.

They, him and ha they might
cuss at you or whatever.

Like this, we already been
there and done that, right?

We know what disengagement looks
like but, I wanna take it a step

deeper and talk about, just briefly,
why do people become disengaged?

And so when, you look at just employees as
people, there are four fundamental human

needs that have been identified through
research by, a gentleman named Lee Braham.

He's a, he is an author and he wrote
a book called Keeping the People.

And he is widely recognized as an
authority on employee engagement, right?

And so Lee Braham says that there are
four fundamental human needs that we

all have, like every single person
at this table in the room, and every

single person that works with you.

We all have these needs.

We have a need to, feel trusted.

We have a need to sense that there is
hope around the work that we do that our

work gives us some sense of self-worth.

And also we need to feel that
we have the training to be

competent and in everything we do.

So some with trust, as we know, man, trust
is like the foundation of any successful

relationship, whether it's in the
workplace or your per or in your personal.

So you have to have trust as an
essential ingredient if you're

leading people, because the thing
is, people aren't gonna do their best

if they don't believe that you have
their best interest in mind, right?

So there's like your direct
reports they're gonna expect you

and they're gonna expect you.

And they're also gonna expect
chick-fil-A as a company to to deliver

on, promises, and to be honest and
open in all your communication, right?

And if you, don't do that, like you
kill your credibility and people are not

gonna, they're gonna stop trusting you.

And then when they stop trusting you,
that's one way they become disengaged.

The next thing is hope.

Hope goes a long way.

As a leader, It's our job to instill
a sense of hope in our people so that

they believe that they'll be able to
grow, that they'll be able to develop

their skills and have opportunities
for advancement of progress.

I'll look at just what we're doing
right here with, you all and emerge.

This is a microcosm of hope, right?

This is your, leadership saying, Hey
we believe in you we're, we want to

make this investment into you so that
you can develop and grow and have an

opportunity to advance your career,
whether you're, whether that's advancing

here with, Chick-fil-A or elsewhere that's
putting the money where the mouth is.

Then the, whole thing is sets
of self-worth is, you gotta

think about this when you think
about yourself as an individual.

And you go to a party or you go to a
bar and you meet somebody, like what's

one of the first things that come up in
conversation besides what's your name?

It's what do you do for work?

Everybody's what do you do for work?

As a leader, we need to make sure
that we are giving people a sense

of self worth with their work.

So that people can feel competent,
that if they work hard, if they're

demonstrating the commitment of all
of the, all the Chick-Fil-A's values

and that you're making meaningful
contributions that, excuse me, that you'll

be rewarded and recognize accordingly.

Because because the people don't see
like those things, even if it's just like

a kudo and saying, Hey, you did a good
job, people are gonna feel not valued.

And then the sense of self
worth is gonna be diminished.

And then finally competence.

Every worker wants to feel
that they have the training

that they need to do their job.

And people will not only need the
training, but what to do their job.

So they also need to know very clearly
what is it that my manager expects of me?

How many of you have, how many of you
have actually had managers where maybe,

they sent you to a training but, when it
came to like your performance, you had

no idea, like how they were, judging you,
how they ready on your performance, right?

Anybody, have y'all ever met
through a situation like that?

You had a, you ever have a manager
and it's Hey they call you to the

office, they wanna write you up.

And it's what am I being run up?

And it's like a surprise for you
because they never told you that

what you did isn't infraction.

So, again, we just have to make sure
that not only are we training people,

giving them the, necessary training
they need, but also being clear in

the expectations of what that what you
wanna see from them as their manager.

Now, of course, if anyone has
lived through any of those four

fundamental human needs not being
met, that's going to, that's gonna

slowly make them disengage from work.

Now there are things that are, that
oftentimes happen outside of those

four fundamental human needs that can
make people disengage more quickly.

And this is called, these
are called shocking events.

And I just put a few of
'em up on the screen here.

Sometimes hey if, you
have, a staff member who.

They, were going for a promotion
and they, didn't get it.

Even though they felt that they were
like the best candidate for the job.

They might become disengaged cuz
they're like, man they, hire Cordell.

Like, Cordell got the job
and I didn't get the job.

What's up with that?

I'm better than Cordell.

Cordell I'm, making fun of you here ma'am.

But, these things happen and when,
whenever you get Passover for a

promotion and you think that you're
the best candidate that can often, that

can oftentimes like poison the well
and then you're gonna be disengaged

also crisis with the family member.

We like to think that we can leave our
personal lives at the door when we come

to work, but here's a new news flash.

You can't, we all bring our whole selves
to work hey, I'm just gonna share with

you all like right now, like my oldest.

He had a brain tumor.

He was 15 years old.

His brain tumor's coming back.

He's at a neurosurgeon today hey I,
bring that to work with me too, right?

There's a crisis with a family
member and it, has affected my game a

little bit, but these things happen.

And then also changes from
the top that make no sense.

Now, I don't know if y'all are, if
y'all are having to deal with that

currently with Mike as your big
leader at Chick-fil-A here, but I'm

pretty sure in other lives maybe
there were like layoffs that happened

or organizational restructures and,
you are like down the totem pole.

It's man, why did they do that?

Like, why did all these people
like up in the ivory tower get

raises, but we get nothing.

So when, some of those big changes happen
from the top and people that are lower in

the organization don't understand those
changes, those two can be, that can be a

shocking event that makes you disengage
rather quickly in your handout packet.

Again, this is just for your own,
it's just a resource just for you.

I've actually put in something that.

Will it help you determine the engagement
level of the people on your teams?

So this is, I wanna say
page three of your handouts.

It's called Engage in My Team.

Essentially what I, invite you to do is
if you are currently a manager and you

have people on your shift maybe just
every few weeks or maybe just like once a

quarter, take the time to field this out.

Write down the name of, like the person
who's your direct report, and then think

about their overall engagement level.

Is this person highly engaged,
medium engaged, or low engaged?

And if that person is, and if that person
has low engagement, think about, okay,

is there one of the four foundational
human needs that, that, is not being met

that I'm not meeting as their manager
or, it's not being met with their work.

and then also think about
hey you, probably know this

person a little bit personally.

Have they undergone a shocking event
that could have that might be contributed

to them having low engagement?

Between understanding if they are if
they're feeling like a lack of hope,

and then maybe they have a sick family
member at home that gives you some

insight into why they're disengaging.

Now the, thing is that you have to do is
what are you gonna do about it, right?

What action can you take?

Not only is there a manager, but as
a good leader to really try to help

bring that engagement level back up.

And so again, this is a tool just for you.

This is not a homework assignment.

I just find that, what the clients
that I work with, they most of my

clients use this on a quarterly basis.

And I get really good feedback around,
Hey this when I check in on people this

often, it just helps me understand like
what the ebb and flow of engagement is.

And then it makes it more purposeful for
me as a leader to go in and see what I

can do to be a resource and to help them.

All right.

Folks, that's about all for me.

I know that we ran just a few
minutes long and for that I am sorry.

But I definitely do appreciate
your time and your attention

and your participation today.

And it's just great to finally
put some faces to the names with

the people that I'll be working
with over the upcoming year.

Yeah you gonna look out for an
email message from me as well as

messages coming through Slack.

I will be giving you a sense
of the overall curriculum.

And the roadmap for what we'll be
doing during scheduled timeframes.

So for instance, every quarter
we'll have a, live worksheet,

a live workshop like this.

But also twice a month we'll be doing
like, check in calls for group coaching.

But yeah, so I'll, be sending that stuff
by email and by Slack and I may look

forward to continuing to work with you.

Thank you all Mr.

J.

If you

gimme just 30 seconds here.

Yes, sir.

So just to make sure that we're
clear are we meeting biweekly

just to set expectations here in

the room?

Yes.

So that, that's the plan that I
still need to get approved by Carrie.

It will be biweekly, of course.

With Thanksgiving and then
Christmas holiday is coming up.

Biweekly ain't going.

I Let's just call it spade a spade.

I Biweekly is not gonna happen
for November or December.

It started in January.

Yeah we, will be meeting biweekly.

My target will be just for us to have
a meeting in November, a meeting in

December, and then come January we'll
give 'em to the biweekly cadence.

Sounds good.

Okay.

And the homework that you mentioned,
is that something that they should

just have by next month's meeting,
which is roughly X days away?

Or is that something that they should

electronically send to you?

Oh no, they don't need to send it to me.

Like what I expect for the homework
really in this and the homework is just

the first page of this, have that packet.

Is do that, is do the
competency self-assessment.

because we will be talking about
those results during our group

coaching session that we have.

Yep.

So, that, that's it.

So that's just it.

One small thing.

It take you all but five minutes.

Okay.

Sounds good.

One last thing, maybe before
we let you go, you gotta

name everybody in the room.

Okay?

Yeah.

Alright.

Hey, Put me on camera.

I'm, gonna do it.

Where did you go, Jay?

Oh, hey, I'm still here.

Can you see me?

You can.

All right.

I'm gonna name everybody in the room.

Okay.

So I got Buddy with the good hair, with
the . I'm just telling you hey, this

is my first time, so I'm gonna have to
just, I'm to go with nicknames a lot.

So we got, we.

I tell you what, because I gotta
go get a few of my pleasures in.

I'm gonna give you a pass this
time and we'll get that in

next time, right?

Oh yeah, for sure.

But what would help me though, right?

What would help me if the people
did their homework like I asked

them to do before this session and
fill out the video form so I can get

the virtual introductions, right?

Maybe we

can still have that as can we collectively
still send the video pill to Mr.

J?

That would be

the video pill is a it was attached into
an email, I believe, and it basically

was an introductions for him to put
a face with a name and just give a

little background bio in yourself.

I gotta

to my, my lady here in the orange hat
that sitting behind do with the good hair.

Aine.

Yes, adine.

Thank you.

Cause you did yours.

You did yours, so thank you.

My pleasure.

Okay can, we just reb blast that
through the Slack channel so

everyone's got that again to make sure.

And if we can get that done, Mr.

Daniel will let you go.

Mr.

Trey, good seeing you.

Kaya.

Layla, Kendra, good seeing the alums and
we hope to see you next month, ladies.

Oh.

There is

of the handout packet.

There's literally just like a quick
show me some love for this session.

One, it was garbage, five.

It was great.

Seriously just if you would just go to,
that right now and just give me a rating

so I can know, like just my target,
what I need to do different next time.

Okay.

You guys, he want you guys
to reach today's session.

Okay.

It's on say four or five in the handout.

Yep.

All right.

Thank you Mr.

J.

You guys be good.

Thank you.

If we don't talk, happy
holidays to everybody.

All right.

Happy holiday

.
Okay, bye.

Bye now and then we're.

Mr.

Michael Mr.

J, is it better that hello, miss Leila?

Hello, miss Kaya.

See, you're both in, the meeting there.

You is it best that we just
go with notepads and pins

and pencils versus laptops?

Or,

is it just her preference?

Hey I, would say it's, a preference as,
as long as she's not over there I'm,

from my age, I will say, as long as
she's not over there checking Facebook.

But ain't nobodys

Facebook.

I use that Dont, don't do your

whatever.

And yeah, we're, yeah.

You, use the are okay with me?

Okay.

Let's just get started then.

I first like to thank
everybody for being here.

I am very, excited that we are
not at this point of getting the

leadership development kicked off.

It is something that we've
talked about for several months.

Mr.

Michael, Mr.

J Turner, who's in Tennessee and
myself, We've done a lot of work

pulling this program together with
the hopes of it being fruitful for

the leaders themselves and also
Chick-fil-A, 12 Oaks, 12 oh Chick-fil-A.

As we've mentioned before,
this is just something that's

unique in the Chick-fil-A space.

It is something that we can't go
to any other Chick-fil-A and say,

Hey, how did this go for you?

And can you just give us a little
bit of help as to how to navigate

this terrain, that is not the case.

We are pioneering this.

We are hoping that this is gonna
be something that's gonna be long

lasting, but more importantly,
it's gonna be something that you

all will benefit from the most.

And that's exactly how
we're hoping it to be.

We're asking for you all
to be committed to this.

We're asking that you all
in some regards, be selfish.

in regards to taking the
information that is being presented.

I'm, confident that Mr.

Turner and Eddie J will be doing
a fabulous job in presenting.

And I'm really excited about what
I'm gonna learn and my takeaways from

this as well as I'm excited on what
it's going to do for each of you.

And to just wrap up with this I,
look at this in terms of, we all

heard of executive programs, right?

Where you have executive mba, where you
have people going through programs where

companies put you through this accelerated
program to get to a certain level.

That could be 16, 18,

This training is, designed for 12 months,
and I view this as the same thing.

You're gonna get some information that.

Particular or germane to
Chick-fil-A, you're gonna get

leadership development skill sets.

And that is what's going to be important
for you all to remember, because when you

walk out the door, you're going to be able
to use those skills in your next endeavor,

whether it's with another Chick-fil-a
location, corporate office, or wherever,

or, and other, areas of corporate America.

With that being said, I thank you all.

I, know I've been a little bit of a,
pest and a pain in all of your ears and

making sure that we're in attendance
to make sure that this is something

that we kicked off and that we continue
to be persistent and successful with.

But I, do truly thank you.

And with that, I'm gonna
turn it over to Mr.

J Turner and also Kaya
and Kendra and Leila.

Hello.

Thank you all for attending.

Mr.

J.

It's all yours, sir.

Yes, sir.

Alrighty just getting a
couple things set up here.

I'm sharing my screen since
will be going from a PowerPoint.

But I think we'll just kind do this
as, typical of my southern upbringing.

My, my daddy always said you
can't really teach a class and you

don't know the people in the room.

I'm gonna just quickly introduce
myself and then I want you all to go

around the table, introduce yourself
know, first name, last name, and

how many years you, how many years
of management experience you have.

And that in those years of
management experience, they do

not have to be from Chick-fil-A.

But it is, I'm just curious to
know, just like how many years of

manager, experience do you have?

That helps me kinda calibrate the
room and calibrate the discussion.

So again, I'm Jay Turner.

I own my SS . I really do a lot
with for-profit and non-profit

organizations around organization
development and leadership development.

Surprisingly I have a master's degree
in library and information sciences,

so I I'm a librarian by trade.

Now I haven't worked in a library for for
about seven years, but I'm a library nerd.

I grew up in libraries started showing
books at a local library and I spent

and not making a whole lot of money.

And so I said, you know what?

I'm done with this.

It's for the birds.

I still love the libraries.

I still have 'em as clients, but I get
paid a whole lot more as a consultant.

working for the libraries that are
working for the library directly.

So life lessons Hey, if you like
public services maybe, you have

a career in libraries, but you're
not gonna get rich doing it.

Gotcha.

So anyhow today like our session is,
it's called Leadership of Foundations

of Leadership and Management.

And this course is really intended
for us to really look at ourselves

and become more self-aware so that
we can really start building that

groundwork of that competency of
just being self-aware as a leader.

Because as, you're leaving people,
the very first person you have to

hold a mirror up is to yourself
and, to die self you must be true.

And we, really gonna talk
a lot about self-awareness.

That's some other fundamental things
around leadership and management, so

that hopefully today maybe there'll
be one or two golden nuggets, just a

couple things that you might be able to
take out and say, Hey, you know what?

I didn't know this before.

Or, Hey I knew this, but it's
good to hear this reinforced.

From somebody with some industry
experience and you can take

it and apply it to, to your
own learning and your careers.

So with that said, that's
a little bit about me.

I just wanna go around the table starting
with, my with my, dude here in the yep.

Yeah.

With the good hair, whatever,

.
I appreciate it.

My name's Nicholas.

I've got two years of management
experience less than six months with

Chick-fil-A, and then a year and a half
with previous jobs that I've worked with.

And I'm originally from Arizona and
just moved out here to Michigan in June.

And I just contin want to continue my

career here at Chick-fil-A.

Okay.

Excellent.

All right.

No.

Yeah.

Sorry.

Hi, I'm Noah . I have worked at for
two years now, and I've been a leader

for one, and this is my first job,

excellent.

Hey happy, to meet you and I'm sure that
they're happy to have you on board, Noah.

All right.

Who's next?

Mr.

Davis?

Hi, my name is Em.

I've worked with Chick-fil-A
since April of this year.

I have, I

don't have I have not

held any formal management positions,
but I have many years of experience

in leadership and things like that.

Yeah,

I'm Daveon Williams.

Been with Chick-Fil-A for 11 years.

I would say I spent eight of those
years in leadership into management.

I plan on I have aspirations
of becoming an operator.

That's great, Dave.

Hi, I'm Ashley.

I have no management experience at all.

It's all here.

We obviously, it's like Skittles.

We have the whole rainbow here.

Okay.

This is great.

All right.

And the person sending to the,
I guess that's Ashley's left.

Yeah.

Hold on.

My name is Dominique man.

I've been with fil-A for five and a
half years eight years in management,

but three years in leadership.

And then just look forward to
just being like a traveler trainer

for all Chick-fil-A's and the

company.

Oh, that's excellent.

I, like that career path I would just
say if you are thinking about being

a traveling trainer I am working
with you all for the next year.

If you want to just get together, talk
shop about like training and facilitating

and how to help adults learn best.

I I'm a resource for you.

Thank you.

Look forward to it.

My name is Guy.

I have seven years of management
and leadership experience.

I've been with Chick-fil-A
for going on 11 years.

All

right.

Yeah.

So Guy you know what?

All the dead bodies are
buried, man, yes, sir.

Yes, sir.

All right.

And then lastly,

oh I'm Hannah.

I've been with Chick-Fil-A for about
two and a half years in management

for about a year and a half with that.

Okay.

My name's Eric.

And I've been, had manages for about
two years now, here at Chick-fil-A.

That's me.

.
All right.

So, this is actually,
this is very helpful.

We got two more.

What's that?

We have a few more.

Layla and alums.

Three.

Mark.

Go ahead.

I'm Layla, like Ashley.

I have

no formal management experience,

but I've held leadership
positions in other places.

. All

right.

. Excellent.

Sorry.

I'm Kendra.

I've been with Chick-Fil-A
going on three years now, and

I've also had no formal
management experie.

All right.

I'm Kaya, and I've been with
you-I for two years, , and I

have no management experience.

Right on.

Right.

Don't right on You I have no management

d . All

right.

No so again I see you Cordell.

Yep.

You got a hand?

Just

one thing.

Mr.

J on your end would you like
for us to adjust the camera

in here for you in any way,

or are you good?

I think I'm good for right now.

I can see everyone I the people who
are closest to the monitor, yeah.

They're kind cut out.

Okay.

That's, a bit better, right?

Yeah, we're good.

We're good.

Okay.

All right.

Thank you.

Okay yeah so we can, you all
have a gamut of experience here.

From folks who've been who've had
managerial positions for eight

years, almost 10 to so you got
a handful of folks like that.

few that have just a
few years of experience.

I, think, I mean we had what maybe
like some fours or some fives.

Then we had a couple folks I wanted to
say that had one year and then and then

a few who have no years of experience.

This actually is a good thing because
in a class like this where we will be

highly interactive and will be talking
a lot to each other that diversity of

experience is really gonna provide some
rich conversations also along those.

No, I'm gonna ask that.

I mean that we, that whatever formal
titles you have at Chick-fil-A,

you just put 'em away for today.

We're all here at the table we're
all equals we're just going to

just talk as equals And and then
finally Vegas rules apply here.

If we ever find ourselves in a
situation where we are having to

talk about something that's tied
to the restaurant and maybe like

someone's name, is tied to that.

These things, they do happen
sometimes, and that's okay.

It's just that I'm just asking, you
always hold right hand and just like

swear scouts on it that whatever we
talk about and if we have to talk about

anybody in particular that we don't
go back and bring it on the floor or

back backup house and start talking
about 'em outside of this classroom.

Okay.

Alrighty.

With that all said, and they got
a sense of all of your experience.

I want to ask you a couple
things about management, okay.

And let's see.

Are you able to see my
slide on the screen here?

Are you all seeing the foundations of
leadership and management slide, or are

you just seeing my big old fat head?

Yes, your beautiful face.

I, I gotta be honest, man.

Hey, man, for 43 years old I'm
a good looking guy it ain't,

I'm a good looking dude.

J we found out I still need to change
that input to see those slides.

Okay.

Yeah, So ahead inputs
and take to the slides.

We have the slides and we can hear

you.

Okay.

Excellent.

Just a quick opening exercise.

And I want you to just talk about this.

Just find a person like to your left or
your right is just a quick pair of share.

And then just talk to someone about
what do you find most challenging about

managing people and what do you find
most joyous about managing people?

Now, of course, I know that we
have some folks here who don't

have any managerial experience.

So so for people who don't have any
managerial experience, you can talk

about what challenges do you think
you're gonna have when you're a

manager, and what joys do you think
you'll have when you're a manager?

Okay, so let's just do that real quick.

Two minutes.

Just two minutes.

Talk to a person next to you and let's,
see what kind of conversation we get.

What I find most joyous is, to
see like tune work and I, when

they are doing everything of

and then's some, and it's just,

it's like a transla,
can you put in the word

I can them

to cut em and see them, and
then to see your team just like

work on themselves to be there.

That'll be like, that's with
a personal level as well.

That kind of, it's challenging.

like

every, tend to kinda like, always
like to change is always challenging.

Like you're to in ideas to, to get fresh

of that managing.

Everybody on How to word, but just
the challenge, like as a collective,

it's to do the conversation.

Yeah.

Yeah.

I would say probably about the same thing.

It's, the synergy is amazing.

Find that it's, but also,

and when it this challenges, that's when
the, you get that in to think, implement

There's one minute left.

So you, your second question,
just hop to the second one.

One minute left.

Even if it's just like a of
you, then it's like you still

have . So to understand the money.

Does that make sense?

Yeah.

I think that helps a work relationship
a lot, but for sure helps taking over.

Is Ely

okay?

I think the room, just like
everybody on queue, just stopped

talking at the same time.

So I'm assuming we're finished.

Alright.

So this just get a couple
people to share out.

What, are some of the most, what are
some of the things that bring you like

the most joy around managing folks?

I guess it would be the opportunity
to teach to teach people something.

I guess that'd be the most joy that I get
out of it, is just being able to manage

and lead a lot of the other team members
into learning something and that they can

take somewhere else to better themselves.

Yeah I, like that.

That's really profound.

When I worked for the American Red Cross,
our c os, chief Operating Officer, he

was really big on developing others.

And mind you, this is an organization
that, that employed 35,000 people

in over two 50,000 volunteers.

His name was cliff Holtz.

And Cliff he was he, had that
developmental mindset and he said

that he hopes to develop his team
and, others within the organization.

So that one day that, that someone
is ready to take his job so that's,

altruistic development right there.

Like, when you really are like, wanting
to develop someone it we, develop

them from a mindset of abundance.

It's it's like they, like people have the
ability to learn and to grow infinitely.

So, I just, I wanna say
I like that answer a lot.

Anyone else have a joy about managing
people that they want to share?

Yes.

I would say just getting like the team,
like harmonized and like working towards

the same thing is joyful to see us
like all working towards the same goal.

Yep.

No that's, absolutely great and.

And we know when it comes to employee
engagement, the more people that you

have bought in to, like the, to like
the mission and the vision and your

immediate objectives, that the better
the machine's gonna work, and and,

the more harmonious and enjoyable
the work environment's gonna be.

So I think that's great.

All right.

Let's just get one challenge from someone.

What's one of the most challenging things?

I would say the challenge is as a young
leader, young manager, you tend to try

to put make everything go smoothly.

And sometimes that just doesn't
happen because you never know.

Like call offs.

You gotta plan for call offs.

You also gotta plan.

It's just a lot goes in with running a
shift that is sometimes can be challenging

because of the fact that you're, I would
say for me as being a young manager is

just and then coming in from another
store to a restaurant you just have to,

I think that's one challenging thing
is not knowing what's gonna happen.

Cuz everything can work together in
a hundred percent and then one thing

falls and then it is like your whole
shift is like basically falling apart.

So that's my, that's

for me.

Yeah.

No and I get you and that around my
scheduling is, that's not just endemic to

Chick-fil-A or the restaurant business.

I just go back to my experience
as a librarian, right?

The bottom line is y'all sling chickens.

I was sling books.

But but the bottom line is you have
to have enough bodies in the building

to keep the, to keep the business
running and to make sure that your,

customers are gonna be happy and safe.

And, so you're right.

Scheduling is is a very big
part of what managers do.

I would dare say that from a functional
perspective I, think scheduling and

making sure that you have enough bodies
to cover the shift is probably and I

have to defer to Mike and carry on this.

But I'm thinking it's probably one of
the most important things that, you do.

And so I can understand the
pressure being there as a young.

All right yep.

There was lot of really good
discussion I heard going on.

Of course.

There's not enough time for us
to, unpack all of it, but I'm

sure that we'll be coming back to
a lot of this stuff as we go on.

So I wanna just talk very quickly
about what we're doing today, our

purpose purposes and objectives.

Again this workshop is all
about demanding, developing

your managerial skills.

It says library success.

I I forgot to change that word.

It's not a library , but developing
the managerial skills for the

success of the restaurant.

And whether, we are talking about
restaurants or libraries, the bottom

line is there are essential compet.

Around management and leadership
that are research based.

And it doesn't matter which industry you
work in, those competencies are the same.

And, I want to introduce those
competencies to you today so that they

can really serve to be a foundation of
your overall leadership development.

Three things that we're gonna really
be talking about first is demonstrating

self-awareness, and then we're gonna
talk about this differentiation

between management and leadership.

Because in my experience, and
I've been around the block for a

whole minute people tend to use
management and leadership oftentimes

interchangeably or to delineate one
level of worker in an organization from.

And those two things aren't right so
I want to just really talk about and

disambiguate what, do we mean by managing?

What do we mean by leading and why it's
important that we know the difference.

And then finally we'll, get into
discussing ways to ensure that when you

are leading a team, that you are being
mindful of the, of how engaged your direct

reports are so that you really can have
an environment that's running on all

cylinders and the ceremonious and people
are bringing their best selves to work.

All right, so I said that we're gonna
talk about self-awareness and and

so my question is, the first, thing
here is like, what is self-awareness?

Alright?

So anybody just out there want
to volunteer a response to, what

do we mean by self-awareness?

I would say knowing how your
actions affect other people

around you when you around there.

Yep, absolutely.

I And that's, it in a nutshell.

Self-awareness really is it is being
conscious of of your own character,

your feelings, your motives and desires.

Now, remind now remember that this
class is about the foundations

of management and leadership.

And with that said, why do you think that
we're starting with self-awareness first

and foremost while, we starting with

self-awareness?

Because if you do, or if you are not
aware of yourself and how you operate,

And knowing of your character, it'd
be very hard to operate and weed other

people in the direction that you see fit.

Yep.

That that's, absolutely it.

We, start this session with self
awareness because again, we have to

recognize what we bring to the table,
where we're strong, and then also what

our opportunities for development are.

And, as we work together, you're gonna
hear me oftentimes refer to weaknesses

as opportunities for development because
I, really don't like the, term weakness.

Yeah, there're all, there are things
that we all can have that we all

have an opportunity to get better at,
but it doesn't mean that we're weak.

It just means that we need to be better.

So that's just a little, preview of to
come and how I talk about these things.

But yeah self-awareness, it
is, but the most important

thing is the key ingredient.

So that we can become aware
of our own behavior so that we

can be better leaders overall.

Okay.

No, that's,

I wanna talk to, I wanna talk briefly
about the characteristics of how

the effective managers, now there is
there's, a research organization that

does a lot around executive development.

They've been like in, they've been in the
whole, game of leadership development,

executive development for, gosh, at this
point, almost a hundred years, they call

Korn Ferry, k o r n f e r Y, Korn Ferry.

And Korn Ferry, this research and
executive development and leadership

think tank, they have identified through
research with a whole lot of research

the three characteristics of effective
managers, and again, these characteristics

of effective managers or cross cutting
across industry, across sector.

It doesn't matter if you're in tech
or you're sl a chicken or you're

slinging books, like it doesn't matter.

Like these are the three things
that an effective manager must have.

And how the effective managers,
according to Corn Ferry, they

have the knowledge, right?

And so a high performing manager
has not only the technical skills

to do the job but they also have.

And they develop business skills
that, they need to prioritize,

plan, and make effective decisions.

For, some of my newer managers here,
or people who have not moved into

management there's, a caveat I wanna
put out here, and that is when, we

think about your knowledge, right?

Your, like your technical skills.

Technical skills are a double edged
sword when it comes to your foray

into management and leading other
people because you can be highly

proficient at what you were doing in
your past job and that right there

gets you the street cred, right?

That gives you the attention and,
people saying, Hey, This person is is

a really good frontline supervisor.

I think that we can make them
a junior operator, right?

Like that set of skills gets you to
the junior operator level, right?

But will those same skills ensure that
you are successful as a junior operator?

And, the answer to that is no.

So I, I'll just, I just putting that
out there and you have to realize that

whenever you're making a, jump from one
managerial level to another, or from

an individual contributor to a manager
what got you here won't take you there.

It won't take you to the next level.

So, technical skills,
they're double edge sword.

You have to you have to
have those technical skills

so you can help your team.

As you are, working as a manager,
you have to really lean into

developing the business skills around.

Planning, organizing, and executing.

All right.

Then the second characteristics
of a highly effective manager

are your interpersonal skills.

And this is what's at the heart of
who you are as an effective manager.

These are the internal factors.

These are things that are gonna
show through like your thoughts and

attitudes and values and beliefs
that show through in your actions.

So this is where stuff like integrity
character and authenticity, that

like those things all show up inside
of those interpersonal skills.

And then also how the effective
managers have a really high degree

of emotional intelligence, right?

And so they're able to communicate
effectively with with, everyone,

whether it's above them, belief
them side by side with them.

They can do that.

And then finally, when it comes to
your interpersonal skills, this is

again, where you are self-aware of your
strengths and your opportunity areas.

All right?

And then we get down to the third
characteristic that Korn Ferry

is identified for an effective
manager, and that's driving results.

So we know that highly effective
managers they are action oriented.

That means that they don't talk
about it, they be about it, right?

Like these people actually they
know how to get the work done.

But what makes a highly effective manager
when it comes to driving for results is

that person is able to balance two things.

They would balance the work as well as
the needs of the people that work with.

And I just I, can't reiterate that enough
because I'm just here's a question.

Just raise your hand.

Have you ever, worked with a manager who
was really, good about getting results,

but they did so by totally breaking the
spirits of the people that they work with?

Exactly.

So , I'm just saying it's a thing like
that, like this characteristic is one

that I've seen so many of the people
that I coach struggle with the most.

It's they're, graded.

They're great at implementing projects.

They can manage change, but they
cannot but they do a really poor job

of managing, developing their people.

And just taking care of the
fun, the fundamental human

needs that staff members have.

Okay, so now I've gotta give
y'all a little exercise.

Do y'all have like white
paper on your table?

Black paper?

Yes.

Yeah, white paper.

Here's what we're gonna do.

So we talked about the characteristics
of an effective manager, and I'm

not, I'm gonna I'm gonna break this
down into the way that I remember

these characteristics, right?

So,

your knowledge, your skills,
and driving for results, you.

So, yeah, y'all get, y'all gonna get
to do a little art project, right?

.
So here is a

little picture of an outline of a
person you can try to replicate this

outline, draw a gingerbread man,
draw a stick figure or whatever.

Alright?

And so what, I want you to do
is you're gonna be considering

those three effective, those three
characteristics of an effective

manager that I just talked about.

Knowledge, interpersonal skills, and
driving for results in, in, light of

what I call head hard hardened feet.

Okay?

So your head is your knowledge.

That's like the knowledge of what does
it take to be a highly effective manager.

What do you need to know to have the
business skills and the technical

skills to, really execute at take away.

and then and then at the heart section
like what, do you need to feel like, what

does a manager need to feel in order to
be successful as a manager at Chick-fil-A?

And then finally, your feet
like driving for results.

What do you need to be doing
on a regular basis so that you

can not only get results, but
also take care of your people?

So I'm gonna give you all and I don't
know if we need a four or six minutes,

we're running a little bit behind.

I'm gonna give you four minutes on this.

And, then just on your step figure, just
off to the right or to the left, whatever,

just what, you know for, like what, so
for the head what are the business skills

and technical skills that a manager
needs to be successful at Chick-fil-A?

Write those down.

Then when you get to the hard area, like
what does a successful manager at CHIPA

need to feel in order to be successful?

And then when you get down to
the feed area we talk about what

actions does a manager need to be
taking in order to drive results

and also take care of their people.

Any questions about that?

Nope.

All right.

I will start the timer.

That's not worth of the assignment.

You have to,

I'm not going into that depth.

Yes.

Alright, so what.

I, think I see many people
with their pens done or do we

still need the additional time?

Just raise your hand if you need,
the extra time or if you're good.

Okay, that's fine.

I have a complaint.

My partner's not doing the correctly
Finished with the assignment.

What?

White exactly?

White.

White.

My aspiration.

. . racist.

When you're Yeah.

Like eating your actually's.

You . I have a friend like

that actually.

. You got, you be.

Wow.

It's, I'm serious'.

Cause a friend like

that,

Okay.

Because the pursuit of the photo
is not gonna take the pictures.

And that's actually me.

They have the flash one
I, you can even see later.

And the last picture he said,
why was he, so he took it right?

I think it was Andrew, but

all right, about 10 seconds left

some.

Yeah, that's actually

okay.

All right.

So here's what I want to do.

Now let's, actually divide
the table into half.

I guess my, main is it Dave down there?

Yeah.

Excellent.

Dave, like your side of the table, y'all
are gonna talk about what your, what

you all put inside of your pictures and
and, come to an agreement after you hear

everybody's feedback on what what does it
matter, need to know field be able to do.

And then, I'm sorry, I'm
blanking on your name.

Ashley.

Ashley.

Okay.

Ashley.

One side.

Y'all gonna do the same thing, just
kinda talk about what you put and

then maybe y'all would just draw
like a consolidated gingerbread man.

Has the overarching themes of your
discussion for head, what would like

some of the common ones for head, what
would some of the common for heart,

what would some of the common for feet?

And after we get, those two new
gingerbread men drawn, we'll

see how they compare, right?

See if we all are in alignment
on what does a successful

manager look like at Chick-fil-A.

All right, so I think I can
give y'all yep, let's give

you five minutes to do that.

There we go.

And we'll see what we get composite wise.

So there you go.

Put it through your teams

and

definitely

no's, processes your side.

Yeah.

Whoa, dude.

Do you see this?

Take one.

Like knowing the process, how the
business and how it's supposed to run.

Not necessarily related Chick-fil-A,
but wherever you're leading or managing,

I feel like you need to business runs.

Know the processes of the business.

Empathy was the first thing
that I wrote down had I also

thought being able to learn.

I, think all three need two important
skills that would be communicate.

We need to be able observe the,

and then was for all of them.

If you can communicate to your team,
you'd be able to, what they need able

to communicate, process, business,
tasks, processes you need to take,

being able to communicate on your feet.

Has

I just anything that relate
week, but any of them duplicate

you that for heart feel empathy?

Yeah.

Oh, were you in all three?

Yeah.

Or I'm on day.

Can we heart there?

Yeah.

Do you have anything for, not for heart's.

Its patience.

Emotional intelligence.

I feel like that's a hard thing.

Or maybe it planning
intelligence, head of heart.

I could say planning as well.

I have similar thing down from experience.

I, had a, I also

empowering, that's a one and I
also wrote down, runs along the

same lines with them and all that.

Being compassionate as well,
the team to something to learn,

like being able to communicate

the

question doesn't ask for

Trust the foot.

I had guide people where I needed.

There you go.

I look away

too much with the lead because you
wanna walk what you talk, in my opinion.

Someone

doing our

final, you read if you don't
want tell, always do a task.

I don't say them.

Ill willing to do the task as well.

I just threw it on the other side.

Oh,

do you double the head processes,
communication and observation.

And then for middle part, empathy,
communication and observation.

And then the last one is
planning and on is how you just

lot of passionate about Yeah.

To do it well can it for heads and trusts?

It with doing that.

Cause if I can't and if you don't
trust, that might be having that

passion might be a part thing.

Honestly all emails not
compassion, passion.

Yeah.

Compass you said that
might be a hard ones out.

If you can plan for it, that'll be fine.

That's part of motivation for now that
you're telling I can definitely plan.

Find coverage.

Yeah, you can coverage me.

You guys going on that side?

Yes, sir.

Mr.

J I think we're giving
you a minute back, man.

We're all

set.

Okay.

Sounds good.

Hey Cord, just real quick, are you able
to see me like my face on the screen now

or is it still my, it was still my slides.

It's still the slides still the slide

and the, just the gingerbread.

Yep.

Not important.

All right.

You want me to change the input?

Nope, Okay.

Alrighty.

Okay

Let's get a representative from each
team to go through their go through.

They're tend to it, man.

the the spokesperson for, Dave's team?

I guess it'll be me, right?

Forehand, we went with
knowledge or just knowing learn.

Did we say that or did I say that?

Yeah, I said that.

You did not say that is perfect.

Learning being the having
the ability to learn.

Another head piece
would be being peaceful.

I think I wrote on mine, I
said peaceful and clear minded.

Focus.

Focus.

Yeah.

Professional.

Excuse me.

Professionalism was
another piece for the head.

You want me to continue
down to the other two parts?

Uh,

Yes, please.

Okay.

For heart we have patience,
emotional intelligence, empathy,

compassion, and then just passion.

And then for feet, taking action
giving guidance when you're

taking action, creating an
example and then being purposeful.

All right, very good.

There you go.

Round applause for Dave's.

Team it up for me,
team, what do y'all get?

Okay.

There are a couple that go for both
or for all three of the head, heart,

and feet, so you'll hear every repeat.

For head, we put know the systems
and processes, communication,

observation, and trust.

For the heart we put empathy
and trust, and then as well as

communication and observation.

And for feet, we put planning, empowering
others, communication and observation.

Hey, I love it.

There you go.

You're ing

right.

This is all.

Hey, y'all did great on that and
I couldn't have said it better.

I need to go back.

Just a slide.

I'm assuming that everyone here probably
has like a cell phone or whatever.

I have like your handouts.

I try to do these things
digitally so that, we're not

tearing up trees and, everything.

So I need to find what I did with
the QR code for your handouts.

So that, name it.

Here we go.

Yep.

Yes.

Back on the objective screen,
if y'all can just scan that QR

code really quickly, that's gonna
give you handouts for the class.

I'm sorry.

It's saying that it's not

fun.

Look at the donut.

Cute.

Here,

let me give you the link to it.

Let see the direct
links for your handouts.

That's donut everything.

Bagel.

Yes.

Or Bagel.

That's definitely a donut.

It's

bagel.

It's bagel.

Bagels.

A bagel.

Its I dt Know what have that.

If y'all ever

to show the 3D effect.

Don't, it's just high.

That's what I was saying.

Sunflower Bagel.

No, they don't.

Sunflower bagels as we had the chicken.

Oh yeah.

We used to.

I'm, you didn't know that.

. I didn't like that one.

I'm a list.

Do , let go make you one real quick.

Oh,

in here real quick.

So y'all can just, you can put it in.

It's okay.

. .
I'm . It's like ones like a , oh's.

Other plates.

Okay, so Jay, will this be a website?

We need to go to Eric?

Yep.

There you go.

It's,

I can't wait that.

Okay.

I'm sorry if you small bag there.

Dot io.

Perfect.

Still says, thank you for saying that for

That really made me realize,
I'm think I found my

Today's out all right.

That it still not found.

Yeah, it says still not found.

I got it.

It's still bagel still.

Quarter, something.

It works, it worked for me.

It's, I got it.

I got it.

You guys got iPhones or something?

Bagel, can you send me the link?

This isn't, oh, yeah.

Still run up on Apple.

He Could you text me the link?

I can You just go ahead
and make each Oh my gosh.

Okay.

She said I did not say all that.

I'm just gonna put it in the slack.

That's about great idea.

Put it That works.

Put in the, yeah.

Yeah.

That was my, that works perfectly.

Don't do that.

. That's when it comes in handy.

Eric.

Sometimes you gotta be a team member.

A team player team will not be able that

empathetic peer

to I saw he said that.

What?

No, I said no

out.

Everybody.

Hold on Time.

Out time.

We, you should be all included
in another Slack channel.

The Emerge leadership

development portal.

I noticed not many of you accepted
it, but you should be there.

Accept That's

I'm, gonna put the link to the
handouts also in the channel right now.

Okay.

Daveon.

We didn't Oh, already did it.

Look at you off.

That's great.

Okay.

Oh, that's me.

Video that was no.

Oh, never.

Oh yeah.

And if we could use that Emerge portal,
the one that was created specifically

for this development that, wait,
you didn't put the, put 'em both in.

Keep some of the confusion out.

All right.

Welcome.

It's so

for people who have not, if
you do not have a handout

right now just, show your hand.

Don't have them.

Its a issue.

It, he should brought, his
iPad should have been prepared.

I'm

question again?

We have his, I just need to show up hands
for anyone who does not have the handout.

Okay.

It's good.

Okay.

So it looks like everybody's
got 'em all right.

Because you will have some homework.

Self-directed homework,
but homework all the same.

Okay, so let's talk about.

Competencies.

Back to the presentation here.

All right, so competencies are,
again defined by KO Ferry as

essentially the, basic ingredients
of success that worked at work.

And they can be distilled into skills
and behaviors that you can observe

with the key thing being that that,
you have to be able to observe them.

Competencies include things that are
functional and technical skills, like

we talked about, Hey there, there's lots
of pieces of equipment at Chick-fil-A

that you have to know how to use, right?

You have to have a lot those al skills,
but is also the management skills that you

need in order to be a better leader to be
more resourceful, to show more courage,

and to exercise better decision quality.

So the reason why we're bringing up
these function around these competencies

is because inside of your handout
packet, on the second screen, there is

a handout for a competency assessment.

And that assessment is, really giving
you an opportunity to see how would

you stand up against the five core
managerial competencies that Korn Ferry

has defined for a highly effective leader.

I'm not gonna read these.

You all are intelligent people.

Hey, if you are working at Chick-fil-A,
obviously you can read, but these are

the five, these are the five recover.

For highly effective leader

You have to be able to drive results

Plan it, line.

Situational adaptability, decision
quality and directing work.

Those are like the five overarching
themes, the competencies that you

will be assessing yourself on in
the competency assessment in the

second page of your handouts.

I'm, just gonna talk you through
how do you actually do that

assessment really quickly.

And

again this is for homework.

And it is just for your old posterity.

I really encourage you to do it.

Because I think you've gotta learn
a lot around yourself and you'll

be able to spot areas where you're
strong and areas where you do have

some opportunities for development.

So let me get this
resource packet for you.

Let you get there.

You just downloaded it.

Okay, here we go.

All right.

And on the screen you should
be able to see a PDF that has

down the left hand column.

These are all those competencies,
those five manager competencies

that were outlined by Korn Ferry.

So driving results, planning and aligning
situation or adaptability, et cetera.

The competencies go down the left
hand column off to the right.

You'll see that each competency has
behaviors or descriptors that are

associated with that competency, right?

And so what, I'm asking you to
do is for each descriptor or

behavior associated with that
competency, you need to indicate.

If that behavior is a strength, basically.

You're a rockstar at it.

So, basically when it comes to drawing
results, if you have a strong bottom line

orientation and that's like core to your
dna, like you always look at the bottom

line, you know that's a towering strength.

You're a rock star at it,
you're a market as a strength.

But let's say that you're looking at the
second behavior of the driving for results

persisting and accomplishing objectives
despite having obstacles of setbacks.

Maybe Maybe when the wind blows too
hard or if you get too much resistance

you, fold on the pressure, right?

So maybe that might be a weakness or an
area of opportunity for you to develop.

So you would mark that as area
of opportunity if, that is

indeed an area of opportunity.

And then finally, the third choice
you have when it comes to rating one

of these behaviors is skilled skill.

Just means that you're okay at it.

You're not you're not a rock star
is also not your achiles tendon.

You can do it 70, 80% of the time,
and the results are going to work

out the way that they need to.

Again, what I want you to do is for each
competency, go through all the behaviors

and just indicate Is the behavior,
strength and opportunity or skilled?

In my experience, I've done this for
myself, I've done this for a lot of teams.

I've done this assessment for
CEOs, for lawyers, for pharmacists.

I can tell you that I have not met a
single person who is strong in everything.

I'm, thinking that you might not
be strong in everything either.

But before we do this is because
if, we're already like really strong

in a place there's, a couple ways
you can look at developing, right?

If you're strong as something, you
can do what Stephen Covey says,

and that's sharpening the sword.

So if you're strong as something, you
can become even stronger at it if you

want and if it, fits like your career
goals and it fits the position that

you are in as a manager sometimes.

Sometimes it makes sense to be
doubly strong at something, right?

But also too, you do have to take care
of those opportunity areas, right?

If you have some opportunities
particularly if they are significantly

weaker opportunities, you need to
be able to fix those because what

happens over time is if you have a lot
of opportunity areas and you know it

about yourself and other people are
starting to point it out to you, then

you might have what's gonna be called
like a career stall or a career stopper.

I, do believe that we should play it
to our strengths as much as possible.

However if you're, if you constantly
getting feedback from people around

like, a behavior or two that, that
you can improve in where there's

smoke, there's usually fire, right?

Yeah, just do this.

On your own.

When we, will have group coaching sessions
starting within about the next two weeks.

I still have to get with Carrie about
that to get these lot to your schedule.

But one of the things that we'll talk
about at the group coaching schedule, I

mean during the group coaching session
is, we'll, we will be revisiting these

managerial competencies, assessments
and just having people share out as they

feel comfortable how they rate it out.

And then we can also think about
like, how can you develop in areas

where you have some opportunities?

Okay.

Any questions around how to do that?

Okay.

Excellent.

Okay.

So now, that we've talked about my
self-awareness, I want to get into the

differences between managing and leading.

Dave does your hand up that
you have a hand that came up?

Yeah, you can disregard.

It's fine.

Okay.

You sure Matt?

Yeah.

Yeah.

Cool.

All right, so

Let's talk about our second objective
then, and that's managing and leading.

So again like these are terms that,
people like literally just talks about

nearly Willy oftentimes sometimes they'll
say management and then leadership

and usually interchangeably the same
sentence, or they'll use it to kinda

distinguish, Hey, the guys up at the top.

Like Mike Mike, your owner
operator, he might be like a leader.

Some of the shift managers
are like managers, right?

And that's not right.

And there's reasons why we do
need to have this conversation

around managing and leading.

But don't take my word for it.

I'm gonna play a video from a
professor at Harvard University.

He's at the Harvard Business School.

His name is John Co.

Now, mind you like this guy, he's old.

He's old.

He's not exciting to listen to.

There's only five minutes.

But he has about as much energy as like
one of the walkers from the Walking Dead.

He's, other than that, yeah.

But, I think if you can just
listen through his mumbling and

really hear what he has to say.

He does make some very good
points about how to distinguish

between managing and leading.

So with that said, I'm gonna
play this video by John Hunter.

And we'll talk about the differences
between management and leadership.

The two words,

management and leadership
are often used as synonyms.

That is to say people don't even
notice that in one sentence.

They're saying one in one
sentence, they're saying another

and they're thinking the same thing,

whatever.

It's

Or they think that the guys on top do
leadership, whatever that is, and the

guys in the middle or lower do management.

Both are wrong, both are dangerous, and
both are increasingly a, problem in a

world that's changing faster and faster.

Let me explain.

Management has, believe it or not,
mostly been invented in the last

century as we've created these
modern things that we take for grant.

Large scale

organizations and it is about
a set of processes that make

something function.

Despite the fact that it can
be in multiple locations many

people complicated products and

function in

a

way that if you talked to
somebody even 200 years ago, they

would've told you you can't do that.

You can't have this

many.

Yep, nope.

People in this many places producing
this complicated this stuff and

making it work well, you can.

We've invented it and
it's called management.

It has parts associated with
planning, parts associated with

budgeting, parts, associating with
organizing people, staffing the jobs

correctly

Parts associated with measurements
and controls and big pieces associated

with smart problem solving techniques.

When action goes off
of plan now that is not

what leadership is.

If you go down through history
and look at people who everyone

talks about as a great leader
they don't talk about that stuff.

They talk much more about vision.

They talk much more about
people believing and

buying into that vision often through
various methods of communication.

They talk a lot about
energy and empowerment and

motivation and inspiration.

And

if you ask yourself what if management
kind of rungs this organization

that shouldn't be able to function?

It's too big, it's too spread
out, it's too complicated What

leadership tends to do, it tends

to be much more at the heart of
creating things in the first place or

changing them in significant ways to
take advantages of opportunities or

to duck hazards or to take a group.

And literally the same people

are getting them to pay

the behave in new and
different ways of produce.

Much, much, better.

Outcomes.

Now,

the problem today is that most of
the time when we talk about either

management or leadership, we're
really talking about management.

If you look at business schools, including
the one that I've grown up with and spent

my entire life in Harvard Business School,

and you look at

their curriculum it's
almost all about management.

Literally 95%, maybe 5% about leadership.

Now, there's nothing wrong
with that because people

need to

understand these managerial processes,
and for most people early, in their

careers, if they can't master that
stuff, they get themselves into trouble.

But

here's.

Increasing the, world is moving faster.

Increasingly,

organizations have to keep up

with that speed.

Increasingly, they need to change.

And therefore, increasingly they need

people who can provide leadership
and not just at the top, but in

the

middle and even young people
doing projects or being the head

of a task force at lower levels.

And if you don't understand

that they are different, the function

they serve and why the leadership piece is

more

important, and also why it's not

that one is good and one is bad,
but you hear sometimes leadership

is great, management's bad, but

that they're both.

It's just a matter of, one piece is
growing in importance and we don't have it

if you

don't understand that it's
a real liability these days.

All right.

That's, my boy jk Got say about it.

You dropped a little
bit of knowledge on you.

Hopefully hopefully y'all
got some takeaways from it.

So first I have a brief exercise
that I want you to do now

based on the conversation that
Carter just let us through.

Okay.

Cordell, do you have the post-it notes
out, you have sticky notes on the

table?

I do.

All right.

Cause here's what we gonna do.

It's gonna be a quick one, but yeah.

Give each person like a
stack of Post-it notes.

Things are expensive, Jay.

Oh, I really

.
How

much are these days, man?

Everything is going up.

Price.

We'll

talk offline.

Yeah,

you say a stack, would you
say six or seven or 10 or 20?

Man, I would say maybe about 10 or 20.

You

Thanks.

Hey, Cordell, I thought you ball man.

I thought you had the

money.

. Ah, man.

This Mr.

Michael's doing.

How's that here?

You guys have at it 10 or 20 ish?

So I guess , it doesn't
make sense for me, right?

Can't be if you can.

No.

Is two salmons salmon?

Actually, they're all
wait . There's no salmon.

Extra expert.

Is it salmon or salmon?

It's salmons salmon.

Anyone need more stickies?

Salmon's you proper.

Or salmon?

Whatever's not the whatever's it's,
these are plus this one we speak.

I didn't say that was non
typhoid, salmonella, salmon.

Here we go.

Near this.

Okay, here we go guys.

Take the water.

Water.

All right, so here's what I, here's do.

Quick brainstorm.

Actually I'm gonna make it two minutes.

We keep it and tight here.

Two minutes.

Take two minutes.

And I want you to think about the
task that a manager at Chick-fil-A

performs on a daily basis.

Okay?

For each task, write one
task on a sticky note.

So only one task per note.

And I know Cornell and Mike gonna
be like, why can't we do multiples?

The exercise just like design that way
y'all gotta come outta pocket for the

most sticky notes, man, it is fine.

But yes.

But yeah, so just that
one, one task per note.

Two minutes.

Just write down as many of those
managerial tasks that you can

think of in two minutes and go.

Don't do this.

I

You might need more sticky notes.

Let me know.

No, I'm good.

Are you stuck, Jay?

At least I think.

I hope you're gonna allow us to archive
these and take 'em with us and be

part of our ever growing portfolio.

. Okay.

You're make a piece of, I'm
saving my space, so I'm excuse me.

quality over time.

I mine's quality.

That wasn't the assignment, but

different.

See, that's the thing about
class's and it's based on

following True not our class.

In this class.

That's what

I, dunno what else you.

I'm doing great.

She's not doing's on track.

We're she's, he's not number four.

I'm not number, actually

three, two, I think one I
think's I need to look at.

All right.

It's, okay.

It's okay.

Because I trust that there are
a lot of intelligent people in

this room

and when we go to the next leg, this
exercise like your, a cumulative

responses are going to work out for us.

So here's, what I want y'all to do.

So as, one team at the
table Divide your task

into managing and

leading task.

Okay.

So I don't know Cordell, you wanna
put a paper on the table for them to

use, do that or they can just edit the

.
How would you guys like
to have it like this?

You wanted said I could rip one of
these off, put it in the middle and

guys divide it and kinda do leadership
and then I'm gonna do that on here.

You just wanna do it on register paper?

Is that the only wall
that's, is that one too?

I just on the wall.

And then what?

The other one is

Mr.

J, just to confirm, is this
size size a side, b side of

the table or everyone together?

Everyone together.

Everyone together.

So we should have one, one
consolidated list, right?

Yes sir.

That's fine.

Yep.

And you got

three minutes and 40
seconds to get it done.

Okay.

So Nick, you're gonna be the one

who

Oh, you got do.

That's not what we're doing.

Yeah, I, how my, like this.

Oh, kidding.

Yeah.

Just literal.

Just later.

We can't on flip up.

I, let's use our motor.

What you guys, I don't want
any reason through labor.

Don't really em up.

Okay.

Information.

Do that communication
strategy be like creating ums.

I thinks

I think that's the guess we're
that's not so to thinking.

Anyways.

Communication inspir,
we'll be got, we got here.

Think we, is this when we got think
about face, the, this is all Okay.

Did I put that down?

I'm, that's all's right.

Here is really all the management.

This is management from
Manage , this Benjamin side.

Am I leaving?

Is listening.

Ashley A or leadership is.

Listen, that might be that, must
be so hard for you tomorrow.

That Teal is and this teal
leadership, I'm just writing

down stuff that I, what was this?

I do truck order every day.

I forgot to put truck.

That was like the first,

oh my god, I didn't Making good
things end of month or truck

inventory the most we can start
with and of month end being

probably about a

minute and a half

of month.

So something that intermediate count do.

You can do daily.

You can do a daily count that I
think some of these are like double.

You got it there?

Yeah.

Good there.

. Lot of managerial stuff going on here.

Yeah.

Which is a good.

I a and then we're gonna be very similar.

I see.

I've seen your checklist three times.

Lady buddy.

I would've said checklist
was more leading.

Hey, I don't know how we're doing on
time, but as far as the ums, what we

Ed was

No, Four

.
Yeah, I know we're, down.

Know you's got 10 minutes or
eight depending on which clock

you're but I'm on it, man.

We're gonna finish on time.

We're gonna finish on time
cause we're a big dude.

I'm flexible and I'm
flexing all over this thing.

Alrighty.

We the I think we've got the the

right.

Good.

Okay.

So, who wants to just talk
me through some of the task.

You don't have to do all of 'em, but just
somebody read a few that are managing and

a few that are leading and if you had any
that were problematic and you couldn't

quite say they were leading or managing
let me know about a few of those as well.

All right.

So who, who's gonna volunteer
to be the the town crier

this time?

You volunteer?

I got Nicholas.

So a few of the things that we have for
managerial things is just just checklists.

I've seen a lot of sticky notes
doing so completing checklists

checking speed of service.

Yep.

Handling guest concerns, issues
I've seen like opening the store.

Closing the store making
sure your labor is on point.

Truck ordering, cashier accounts
repairs and maintenance.

What else do I have here?

Checking Slack to make sure if
you have any call offs or anything

like that, or anything that
needs to be discussed in Slack.

Schedule planning, shift planning
just just along those lines to

make your shift run smoothly.

And then a few of the things
that we got as far as leadership.

We have lead people with
excellence to train the team.

Communicate with team,
interviewing, hiring training.

Again prepare daily setup,
send people on break.

That's more management.

Yeah.

Maintaining happy work
environment solving problems.

Let's see, and I think a couple more
that I got here is coach up the team

inspire and communicate with team.

All right.

And, then just outta curiosity for
everybody else were there any tasks

that were, that you found that were
difficult to categorize as managing

or leading that you have any that,
that, that were not mutually exclusive.

Yeah.

What you got?

Yeah.

No, so like for the most part I like, we
were able to like easily separate them

between manager and and leader for, from
our perspectives, I would say num, like

a lot of the numbers, like So metrics?

Yeah, metrics and analysis
would be management.

You those.

That's just trash.

I hear you.

Yep.

I would just say in my experience doing
this exercise I, I, will say that like

other groups do oftentimes have at least
a handful of that fit like, on that

borderline between managing and leading.

And, like one that depends out
to me is, like coaching, right?

Because, coaching you can coach people
in a variety of situations, right?

You can coach them for performance.

It's Hey you're not doing x, y, Z thing
on the job that we need you to do.

And that's, very managerial handle when
you're coaching for, performance, right?

But also you might, in the same
meeting, doing like a one on one

with that employee, you might also
need to have a coaching conversation

around their career development and,
saying, Hey you, you've been, you,

you've been with us now for two years.

I'm just curious to know what do
you see yourself in the future?

What kinda support can I give you
as your manager to help to help

remove some of those barriers so that
you can best position yourself for

another, raise or whatnot, right?

And so when you're coaching somebody
for development in that way that's,

more leadership than management, right?

So I so that's just that's
just one example of how.

Something as generic as
coaching can sit on that line.

Again, as we continue to con have
our conversations around leadership

development we'll, we will, I'm
definitely sure gonna see some things

and your, day to day that you're
probably start thinking about is this

always managing, is this always leading?

Sometimes does it flip back and forth
between the two and and, the why behind

all this Really, it's just so that,
as Carter said in his video it takes

you as a person to manage and lead.

Like whenever, you're approaching your
job as a manager, even though your title

might be manager you'll also be doing
some things that are leading your people.

That's, that that's, the big takeaway
there is even when you're doing the

managerial stuff, there's still leadership
tasks that you have to build into

your day because you have to lead your
people or they're not gonna produce

those results that your feet need.

Last thing we wanna talk about in the
few minutes we have left is just how

do you keep like your team engaged?

And so there's a lot of
research that's been done in the

realm of employee engagement.

And typically I would ask hey
what engages you and your work and

what are some things that you can
look at with your staff members to

tell how they become disengaged?

I'm, not gonna do that today.

Because that's, kinda rudimentary, right?

You know what engagement looks like?

Like, when you're engaged you're,
out there, you're having fun.

Like your work doesn't feel like work
feels like a big old party, right?

When people are disengaged,
they stop showing up.

They think out, they call out.

They, him and ha they might
cuss at you or whatever.

Like this, we already been
there and done that, right?

We know what disengagement looks
like but, I wanna take it a step

deeper and talk about, just briefly,
why do people become disengaged?

And so when, you look at just employees as
people, there are four fundamental human

needs that have been identified through
research by, a gentleman named Lee Braham.

He's a, he is an author and he wrote
a book called Keeping the People.

And he is widely recognized as an
authority on employee engagement, right?

And so Lee Braham says that there are
four fundamental human needs that we

all have, like every single person
at this table in the room, and every

single person that works with you.

We all have these needs.

We have a need to, feel trusted.

We have a need to sense that there is
hope around the work that we do that our

work gives us some sense of self-worth.

And also we need to feel that
we have the training to be

competent and in everything we do.

So some with trust, as we know, man, trust
is like the foundation of any successful

relationship, whether it's in the
workplace or your per or in your personal.

So you have to have trust as an
essential ingredient if you're

leading people, because the thing
is, people aren't gonna do their best

if they don't believe that you have
their best interest in mind, right?

So there's like your direct
reports they're gonna expect you

and they're gonna expect you.

And they're also gonna expect
chick-fil-A as a company to to deliver

on, promises, and to be honest and
open in all your communication, right?

And if you, don't do that, like you
kill your credibility and people are not

gonna, they're gonna stop trusting you.

And then when they stop trusting you,
that's one way they become disengaged.

The next thing is hope.

Hope goes a long way.

As a leader, It's our job to instill
a sense of hope in our people so that

they believe that they'll be able to
grow, that they'll be able to develop

their skills and have opportunities
for advancement of progress.

I'll look at just what we're doing
right here with, you all and emerge.

This is a microcosm of hope, right?

This is your, leadership saying, Hey
we believe in you we're, we want to

make this investment into you so that
you can develop and grow and have an

opportunity to advance your career,
whether you're, whether that's advancing

here with, Chick-fil-A or elsewhere that's
putting the money where the mouth is.

Then the, whole thing is sets
of self-worth is, you gotta

think about this when you think
about yourself as an individual.

And you go to a party or you go to a
bar and you meet somebody, like what's

one of the first things that come up in
conversation besides what's your name?

It's what do you do for work?

Everybody's what do you do for work?

As a leader, we need to make sure
that we are giving people a sense

of self worth with their work.

So that people can feel competent,
that if they work hard, if they're

demonstrating the commitment of all
of the, all the Chick-Fil-A's values

and that you're making meaningful
contributions that, excuse me, that you'll

be rewarded and recognize accordingly.

Because because the people don't see
like those things, even if it's just like

a kudo and saying, Hey, you did a good
job, people are gonna feel not valued.

And then the sense of self
worth is gonna be diminished.

And then finally competence.

Every worker wants to feel
that they have the training

that they need to do their job.

And people will not only need the
training, but what to do their job.

So they also need to know very clearly
what is it that my manager expects of me?

How many of you have, how many of you
have actually had managers where maybe,

they sent you to a training but, when it
came to like your performance, you had

no idea, like how they were, judging you,
how they ready on your performance, right?

Anybody, have y'all ever met
through a situation like that?

You had a, you ever have a manager
and it's Hey they call you to the

office, they wanna write you up.

And it's what am I being run up?

And it's like a surprise for you
because they never told you that

what you did isn't infraction.

So, again, we just have to make sure
that not only are we training people,

giving them the, necessary training
they need, but also being clear in

the expectations of what that what you
wanna see from them as their manager.

Now, of course, if anyone has
lived through any of those four

fundamental human needs not being
met, that's going to, that's gonna

slowly make them disengage from work.

Now there are things that are, that
oftentimes happen outside of those

four fundamental human needs that can
make people disengage more quickly.

And this is called, these
are called shocking events.

And I just put a few of
'em up on the screen here.

Sometimes hey if, you
have, a staff member who.

They, were going for a promotion
and they, didn't get it.

Even though they felt that they were
like the best candidate for the job.

They might become disengaged cuz
they're like, man they, hire Cordell.

Like, Cordell got the job
and I didn't get the job.

What's up with that?

I'm better than Cordell.

Cordell I'm, making fun of you here ma'am.

But, these things happen and when,
whenever you get Passover for a

promotion and you think that you're
the best candidate that can often, that

can oftentimes like poison the well
and then you're gonna be disengaged

also crisis with the family member.

We like to think that we can leave our
personal lives at the door when we come

to work, but here's a new news flash.

You can't, we all bring our whole selves
to work hey, I'm just gonna share with

you all like right now, like my oldest.

He had a brain tumor.

He was 15 years old.

His brain tumor's coming back.

He's at a neurosurgeon today hey I,
bring that to work with me too, right?

There's a crisis with a family
member and it, has affected my game a

little bit, but these things happen.

And then also changes from
the top that make no sense.

Now, I don't know if y'all are, if
y'all are having to deal with that

currently with Mike as your big
leader at Chick-fil-A here, but I'm

pretty sure in other lives maybe
there were like layoffs that happened

or organizational restructures and,
you are like down the totem pole.

It's man, why did they do that?

Like, why did all these people
like up in the ivory tower get

raises, but we get nothing.

So when, some of those big changes happen
from the top and people that are lower in

the organization don't understand those
changes, those two can be, that can be a

shocking event that makes you disengage
rather quickly in your handout packet.

Again, this is just for your own,
it's just a resource just for you.

I've actually put in something that.

Will it help you determine the engagement
level of the people on your teams?

So this is, I wanna say
page three of your handouts.

It's called Engage in My Team.

Essentially what I, invite you to do is
if you are currently a manager and you

have people on your shift maybe just
every few weeks or maybe just like once a

quarter, take the time to field this out.

Write down the name of, like the person
who's your direct report, and then think

about their overall engagement level.

Is this person highly engaged,
medium engaged, or low engaged?

And if that person is, and if that person
has low engagement, think about, okay,

is there one of the four foundational
human needs that, that, is not being met

that I'm not meeting as their manager
or, it's not being met with their work.

and then also think about
hey you, probably know this

person a little bit personally.

Have they undergone a shocking event
that could have that might be contributed

to them having low engagement?

Between understanding if they are if
they're feeling like a lack of hope,

and then maybe they have a sick family
member at home that gives you some

insight into why they're disengaging.

Now the, thing is that you have to do is
what are you gonna do about it, right?

What action can you take?

Not only is there a manager, but as
a good leader to really try to help

bring that engagement level back up.

And so again, this is a tool just for you.

This is not a homework assignment.

I just find that, what the clients
that I work with, they most of my

clients use this on a quarterly basis.

And I get really good feedback around,
Hey this when I check in on people this

often, it just helps me understand like
what the ebb and flow of engagement is.

And then it makes it more purposeful for
me as a leader to go in and see what I

can do to be a resource and to help them.

All right.

Folks, that's about all for me.

I know that we ran just a few
minutes long and for that I am sorry.

But I definitely do appreciate
your time and your attention

and your participation today.

And it's just great to finally
put some faces to the names with

the people that I'll be working
with over the upcoming year.

Yeah you gonna look out for an
email message from me as well as

messages coming through Slack.

I will be giving you a sense
of the overall curriculum.

And the roadmap for what we'll be
doing during scheduled timeframes.

So for instance, every quarter
we'll have a, live worksheet,

a live workshop like this.

But also twice a month we'll be doing
like, check in calls for group coaching.

But yeah, so I'll, be sending that stuff
by email and by Slack and I may look

forward to continuing to work with you.

Thank you all Mr.

J.

If you

gimme just 30 seconds here.

Yes, sir.

So just to make sure that we're
clear are we meeting biweekly

just to set expectations here in

the room?

Yes.

So that, that's the plan that I
still need to get approved by Carrie.

It will be biweekly, of course.

With Thanksgiving and then
Christmas holiday is coming up.

Biweekly ain't going.

I Let's just call it spade a spade.

I Biweekly is not gonna happen
for November or December.

It started in January.

Yeah we, will be meeting biweekly.

My target will be just for us to have
a meeting in November, a meeting in

December, and then come January we'll
give 'em to the biweekly cadence.

Sounds good.

Okay.

And the homework that you mentioned,
is that something that they should

just have by next month's meeting,
which is roughly X days away?

Or is that something that they should

electronically send to you?

Oh no, they don't need to send it to me.

Like what I expect for the homework
really in this and the homework is just

the first page of this, have that packet.

Is do that, is do the
competency self-assessment.

because we will be talking about
those results during our group

coaching session that we have.

Yep.

So, that, that's it.

So that's just it.

One small thing.

It take you all but five minutes.

Okay.

Sounds good.

One last thing, maybe before
we let you go, you gotta

name everybody in the room.

Okay?

Yeah.

Alright.

Hey, Put me on camera.

I'm, gonna do it.

Where did you go, Jay?

Oh, hey, I'm still here.

Can you see me?

You can.

All right.

I'm gonna name everybody in the room.

Okay.

So I got Buddy with the good hair, with
the . I'm just telling you hey, this

is my first time, so I'm gonna have to
just, I'm to go with nicknames a lot.

So we got, we.

I tell you what, because I gotta
go get a few of my pleasures in.

I'm gonna give you a pass this
time and we'll get that in

next time, right?

Oh yeah, for sure.

But what would help me though, right?

What would help me if the people
did their homework like I asked

them to do before this session and
fill out the video form so I can get

the virtual introductions, right?

Maybe we

can still have that as can we collectively
still send the video pill to Mr.

J?

That would be

the video pill is a it was attached into
an email, I believe, and it basically

was an introductions for him to put
a face with a name and just give a

little background bio in yourself.

I gotta

to my, my lady here in the orange hat
that sitting behind do with the good hair.

Aine.

Yes, adine.

Thank you.

Cause you did yours.

You did yours, so thank you.

My pleasure.

Okay can, we just reb blast that
through the Slack channel so

everyone's got that again to make sure.

And if we can get that done, Mr.

Daniel will let you go.

Mr.

Trey, good seeing you.

Kaya.

Layla, Kendra, good seeing the alums and
we hope to see you next month, ladies.

Oh.

There is

of the handout packet.

There's literally just like a quick
show me some love for this session.

One, it was garbage, five.

It was great.

Seriously just if you would just go to,
that right now and just give me a rating

so I can know, like just my target,
what I need to do different next time.

Okay.

You guys, he want you guys
to reach today's session.

Okay.

It's on say four or five in the handout.

Yep.

All right.

Thank you Mr.

J.

You guys be good.

Thank you.

If we don't talk, happy
holidays to everybody.

All right.

Happy holiday

.
Okay, bye.

Bye now and then we're.