Hey, thanks for the introduction, Vicky

and good morning, everybody.

As Vikki mentioned, I'm Jay Turner.

I am the owner of EduJayLLC.

It's always a pleasure for me

to get back working with folks

in public libraries.

I'm not sure if some of

you know, or you might even

remember my name, but I was

a long-time library professional.

I literally grew up in libraries,

started shelving books when I was

career of almost 20 years where

worked for a large suburban library

system in Atlanta; was the director

of continuing ed and training for

a state library; and then ultimately

my career took a little bit

of a different path as I

went off to work for the

American Red Cross for about five

and a half years.

And then finally in my last

full time role worked, I worked

for a private equity firm that

was in the waste to energy

business.

I'm happy to be here today

to share my experience in management

and leadership.

This is a very hot and

salient topic because we all know

that we have people who are

emerging in their own management and

leadership practice, as well as people

who've been doing this for a

while.

And there is never enough opportunity

to enhance and hone what we

do.

So we're going to take a

deep dive in that today, as

we talk about Don't Step in

the Leadership and we're going to

look at some management and leadership

fundamentals.

Okay.

So I have a question and

you all can just respond here

in the chat box.

I'm just trying to get a

sense of the level of people

management experience that we have on

the line here today.

So if you would just drop

in the chat, how many years

of people management experience you have?

I have it kind of color-coded

up here.

So hey, if you haven't had

any experience, you can just give

us a zero that is all

well and good.

That means that you are aspiring

to a role.

You know, if this is something

that you've done for a little

bit of time, getting your toes

wet, it is all good.

I like it when the toes

are wet, particularly if the water's

warm.

And then, you know, we got

some folks, Hey, this ain't my

first rodeo.

If you've been doing this for

five to 10 years, let us

know.

And then finally, I like to

joke about this.

I'm a Southern boy.

You know, we love our seasoning

salt.

You might as well call me

Morton's because I'm well-seasoned.

Okay.

So I'm looking over in the

chat here.

Now we have like a good

range of experience with the

folks on the line.

You know, we have one individual

who has less than a year,

so they're relatively new to the

game.

It looks like the majority of

people are folks who have their

toes wet.

And then, you know, we've got

people who've been doing this for

a whole minute.

As we say down in Georgia,

doing it for a whole minute,

you've been doing it for over

a decade.

So I think this is great.

And the reason why I'm a

huge fan of like this wealth

of diversity of experience we have

in this class is that we

all have something that we can

learn from each other.

So it doesn't matter if you've

been doing this for one year,

you've been doing it for 25

years, if you haven't even had

a chance yet to do any

people management, we can all learn

from each other today.

And so regardless of your experience

level, I am hoping and definitely

hopeful that there'll be a few

golden nuggets that you can take

away from today's presentation to make

you an even stronger manager and

leader.

So we've got quite a bit

of ground to cover today.

You know, the bottom line is

when we talk about, you know,

like the success of a library,

we know that the success of

a library or any organization is

only as powerful as the people

who work within it.

And so like for individuals like

you on the line of the

day, those folks who are aspiring

to be managers or people who

are already in the role, you

know, we have to continue to

develop our supervisory and managerial skill

set so that we can assure

that our organizations are as successful

as they possibly can be.

And so I'll look at this

session today, the 90 minutes that

we have together today as being

something that's core and foundational to

your leadership development, it doesn't matter

how long you've been doing it.

And I have four main areas

that I want to talk about

today.

So we're going to kick things

off and we're going to talk

about, you know, self-awareness, how can

you demonstrate improved self-awareness.

And then we're going to talk

a little bit about, you know,

what exactly are our roles and

responsibilities as people who manage other

people.

And then we start getting into

like some of that more nitty

gritty stuff.

And that is, you know, when

we're having to manage the work

and we're also having to manage

the people, you know, how can

we best manage our time? Because

the bottom line is we all

get 1,440 minutes in a day

and that time can be eaten

up very quickly by competing demands.

And then finally, we're going to

have an opportunity to discuss opportunities

for keeping your teams engaged, because

I dare say that the success

of your work unit and the

success of your organization is all

going to depend on, you know,

how much people are willing to

go above and beyond to support

not only the organization, but to

support the organization's goals -

and that's why engagement is so

important.

Okay.

So with all that said, I

just a couple things around housekeeping.

I like to treat these online

sessions, just the same way that

I would do if we were

in person in a classroom together,

you know, you don't have to

wait till the ant to ask

any questions.

I like to view this as

a free flowing dialogue.

As much as I love to

hear the sound of my own

voice and to see my beautiful

face, this, this is the good

side of my face all the

way.

You know, I really do like

to, to just kind of have

that dialogue with you all.

So if you have questions or

comments, please bring those up as

we go.

I also would really encourage folks

to participate.

I believe that this is a

session where are you going to

get as much out of it

as you put into it,

so if you do have the

ability to turn on your microphone,

or if you do have a

web cam, you know, consider participating

that way.

And even if you can't chat

it's A-OK.

You know, I know that sometimes

we have technological constraints, but please

just engage with everyone because we

have a lot to learn from

each other.

The other thing here too, is

that I know that library land

is small.

Believe me, I grew up in

it.

So we play ball Vegas rules.

What we say here, what happens

here, stays here.

And also I asked that since

we have people who have different

levels of experience on the line

that day, let's, let's all just

kind of check our titles at

the door, you know, today, you

know, we're not a circulation supervisor.

Today, we're not a head librarian.

Today, we're not a director or,

you know, or a COO of

a library or any other organization.

We're all here as learners who

were looking to just get just

a little bit better at our

leadership development.

Finally, before class, I believe that

Vikki sent a link to the

micro website that I made for

this course.

It did have a resource packet

that you will need today.

I do believe in interaction.

And so I have a couple

of assessments that I'm going to

challenge you to do while we're

working together today.

Don't worry, even if you don't

have time to do them while

we're together, I at least want

to go through that packet and

let you know what you should

and could be doing, you know,

asynchronously on your own time if

you can't do it with us

today.

So if you don't have that

packet, the link is right here

on the screen and I will

also drop it in chat you

give me just one second.

Okay.

Well, something like that.

Just real quick, you know, if

you could, in the chat, let

me know just with a quick,

you know, Y or an N,

do you, do you have that

resource packet available to you right

now? All right.

Okay, great.

Great, great.

Okay, so everybody should be good.

All right.

So the very first thing that

we're going to start off talking

about today is self-awareness.

And I'm curious, you know, I

mean, just about people on the

phone with some of the crowd,

what, how do you define self-awareness?

What is self-awareness? If you're able

to come off mute, feel free

to do so, and if not,

just drop it in chat.

I mean, what do you think

we mean by self awareness? Taking

a look here in the chat

box.

All right.

So Sharon says the ability to

see yourself as others see you.

Love it, love it, love it!

Any other thoughts? All right, Katie

from Manatee is knowing your skills

and your weaknesses.

Yeah, absolutely.

And I'll just kind of out

calibrate.

So I've been working in leadership

development for a really long time

and we like to call weaknesses

areas of opportunity.

So, you know, but I still

like this, you know, knowing, knowing

your skills and knowing your areas

of opportunity.

That's great.

How about one more than anybody

else? All right.

It's all good.

So, I mean those are two

really good definitions of self-awareness, and

ultimately, when we talk about self-awareness,

what we're really looking at is

our ability to be conscious of,

you know, of our own character,

our feelings, our motives, and our

desires.

Now, I want you to think

about that.

You know, we are having a

session here today where we're talking

about like the fundamentals of leadership

and we're starting off with self-awareness.

So why do you think that

we're starting with self-awareness today?

All right, opening the chat here.

Yeah, here we go.

So we have some responses coming

in.

All right.

So Cynthia says, you know, you

need to know yourself well, and

I totally agree with that.

And Katie builds upon that by

saying, you have to know yourself

to be able to lead others.

And, and, and that right there

made that that's like hitting the

nail on the head.

You know, we have to be

aware of our own strengths and

our own areas of opportunity so

that we can make it a

point all the time to try

to get better in, in, in

both those ways.

Right? If you're all, if you

already have a strength, you know,

what's something that you can do

today to become a little bit

stronger.

And if you have an area

of opportunity, I mean, you need

to be aware of it

so that it doesn't become this

thing that's going to be debilitating

or a career Staller as we'll

talk about in just a little

bit.

And, and ultimately us being self-aware,

you know, being able to model

that told the people that we

worked with and the people that

we, that we directly have on

leadership, on extra responsibility, over, it's

a great model for them as

well.

So what I want to do

here now, and this is going

to be another chat exercise.

I hope everybody's things and nice

and warm.

Don't have your fingers out of

coffee.

I know mine haven't, but you

know, we're gonna make sure that

USA so quick chat exercise.

I think this is ethics, a

lot of fun, but let's go

for it.

So what I want you to

do is first, I want you

to take just a minute, 60

seconds and think about your favorite

managers throughout your career, and what

were some of the strengths that

they had that they demonstrated consistently.

So favorite managers, and what were

those things that they did really,

really well, where you would say

that was a towering strength of

what made them a good manager.

Let's leave those pop up in

the chat.

All right, here we go.

We got responses coming in.

Okay.

Excellent.

Culture scales, right? I mean, these

people were fair, you know, kind

of building on coaching skills, they

support it, your growth, it wasn't

all about them.

It was, it wasn't all about

that manager was about going with

the people.

You know, we have Sharon again

saying they list, they listened and

acted as if they cared about

you as a person.

So there, there will personable.

And they, and they had, they,

they cared about your wellbeing.

Other, other thoughts that came up

here too, you know, empathy, patience,

you know, encourage them with flexibility

and teamwork.

These folks retain players.

Good mentors.

Absolutely.

I mean, when I think about

some of my favorite managers, I

just consider what I am right

now in my career.

And I can unequivocally say that

if it wasn't for like a

handful of really good managers, my

life wouldn't be the way that

it is.

You know, people actually took the

time to, to know me, to

get to know where I was

strong to help put me in

a nimble help to put me

in places where I could play

up to my strange, they helped

me.

They helped me identify, you know,

face what I could do to

become even better at what I

did.

They pretty much like a person.

I mean, these are all great

things.

Now let's flip this around because

you know, let's do it.

I'll call the tea.

I smell some tea for me.

All right.

Now, what I want you to

do is I want you to

think about the absolute worst managers

that you've had and what were

some of those things that they

did, like the weaknesses that they

did consistently, that was like, you

know what, oh my goodness, this

manager sucks.

So let's get some of those

examples right there.

What was some of those things

that they show with the horrible

managers?

Can we get some good what's

coming in here too? And when

I noticed that I love doing

this exercise because, you know, we

get a lot of good examples

for like the good things the

strong managers do.

But just some you say, what,

what are some of the characteristics

and the weaknesses of your worst

managers like that, Chad Basha skills

being, being, maybe it's like, great.

When the hotline bling, you know,

it's coming in.

All right.

So lots of great responses here,

like literally had no clue about

their job.

Yeah.

We're going to talk a little

bit about that.

But I mean, I absolutely abhor

working for managers who didn't know

what they were doing, other things

coming up here, you know, rude,

you know what I mean? Like,

I don't want to got time

for that.

You know, who wants a Rudy

manager, great other things coming in

here to, you know, always looking

like they were waiting for me

to fail.

And then other folks are saying,

you know, like some of these

managers made decisions in a silo

without asking for staff input, or

they weren't proactive in solving problems.

And they did communicate well or

they didn't communicate at all.

So here's the thing, you know,

we know what, what good management

looks like.

And we also are keenly aware

what bad management feels like.

And the thing is, you know,

throughout today, I'm going to be

challenging you to challenge some of

the assumptions about yourself.

And so you don't have to

answer this, but I just want

to, I want you to keep

these two questions in the back

of your mind, right.

Because we're going to be talking

a lot about strengths and opportunities.

So, so first, when you think

about those Trello managers, you know,

think about all of those strengths

that we'll list it on, on

inside of chat.

And then think about like, well,

you know, which ones really resonate

with me? Which ones do I

do? And I do these well,

you know, recognize your strengths as

my dad says, you know, a

bet, like I said, I'm not

from south.

You look at Atlanta Falcons, flag,

mobile, I'm from Atlanta.

It ain't bragging if it's true.

Right.

So give yourself some credit for

where you're strong, but also I

want to challenge you to look

in the mirror.

And if you have any characteristics

of some of those managers, you

know, that you weren't quite fond

of.

And if you display some of

those weaknesses, you know, take note

of those, right.

If you have like a pen

and a paper with you right

now, just take note of those

and think about, you know, all

of these things that I want

to or should improve so that

I can so that I can

be an even better people manager.

All right.

So before we move a little

bit further and talking about the

characteristics of an effective manager, just

want to pause really quickly to

see if we have any questions

or comments before we go further.

All right.

Look, I'm like all this quiet

on the Western front when it

comes to the chat.

So let's talk a little bit

about the characteristics of an effective

manager.

So I'm a huge fan of

research and I've been working exclusively

inside of the leadership development space.

Now for my gosh, almost the

last decade.

And one of the biggest names

and leadership development is Korn ferry,

Korn ferry, K O R N

F E R R Y.

Some of you might, might know

of Korn ferry, but clarinet theory

says that regardless of what level

of leadership you're in, there are

three core characteristics that you need

to possess.

If you go on to be

successful in any people manager position

and those things I have up

on the screen near, it's your

knowledge, it's your interpersonal skills and

it's your ability to drive for

results.

So when we talk about knowledge,

you know, we know that according

to corner theory, high performing managers

are folks who not only have

the technical knowledge of how to

do the job, but they also

have the business sense of, you

know, how to prioritize, how to

organize and how to make sound

decisions.

And this is really important.

You know, when I talk about

this knowledge piece, particularly for people

who are, who've just gotten their

toes wet and management, or who

are considering, you know, moving into

a manager role and they haven't

had that experience yet.

And that is, you know, the

skills that got you, you know,

recognition and street credit, and a

reputation of a good reputation as

an individual contributor.

I mean, that's just the baseline

for, what's going to make you

an effective people manager.

Like I like to tell people,

you know, what got you here,

ain't going to take you there.

So, so you do have to

have like a sense of both,

right? You have to have, but

you have to have the technical

skills of doing the job.

But then there's also that there's

also that business orientation of organizing,

planning and producing.

And then we talk about the

interpersonal skills.

You know, those managers who are

high-performing around Korn Ferry's metrics, these

are people who are they're, they're

authentic.

They have, they have high integrity,

they're people of character.

And they are folks who are

very emotionally intelligent.

And so, you know, when I

kind of talk about this model,

these three things you see on

the screen here, as far as

knowledge, interpersonal skills and driving for

results, I'm going to, you'll probably

hear me refer to this as,

Hey, it hard and feet, right?

Your head is like, what, you

know, that's your knowledge your is

to interpersonal skills and high-performing managers

not only have the knowledge, they

have the interpersonal skills, they have

the heart, you know, to inspire

people and to have that respect

and credibility to get people to

act.

And they finally, they drive results.

And we're going to delve into

that polar delve a little bit

later, but you know, the most

high-performing managers are people who can

get things done and they get

things done in two ways, right?

They have, they, they are able

to drive results because they are

good with people and they can

drive results because they are good

with managing the work.

Oftentimes within, within developing leaders, you

see folks who are good at

one or the other, but I'm

here to tell you today that

you have to marry both of

those things that you want to

successfully drop yourself for your organization.

So a big thing that we're

going to be talking about today,

and I've already mentioned it is

competencies, right? And so I'm just

going to put up here on

the screen.

Again, I go back to my

people at Korn ferry and they

have a really good quote around

what competencies are, but essentially, you

know, competencies are the knowledge, the

skills and the behaviors that you

have to possess in order to

be successful in a particular role

and Korn Ferry's quote, I think

really sums up very well.

What we mean by these competencies.

So, you know, competencies are the

essential ingredients of success at work

distilled into scales and behaviors that

you can observe.

And I want to really put

a very big emphasis on that

last word observed, you know, people

can have the scales, they can

have the behaviors, but when it

comes to performance, like you have

to be able to see it

so that you have to be

able to observe it.

You know, these competencies include functional

and technical skills as well as

management skills that contribute to better

leadership, such as resourcefulness courage or

decision quality.

When we look at Korn Ferry's

research across all industries, across all

levels of management, they are, are

five, five core managerial competencies that

Korn ferry says that you know,

that you need to build and

have a strength in if you

want to be successful for your

organization.

So I'm going to put those

up on the screen here.

I'm going to give you just

a moment to kind of read

through them and yourselves.

You know, I know that everybody

here on, you know, on the

line, the, on the very smart

folks don't even read it to

you, but these five competencies just

at a high level, it is,

like I said, is driving for

results is planning on aligning is

situational adaptability, decision quality and directing

work.

So you have to have those

five competencies if you're going to

be successful, excuse me, as a

manager.

Okay.

So here's what I want to

do.

I want to do a little

bit of a competency, self assessment.

So I smelled that it looks

like everyone here had the resource

packet available to them.

So what I'm going to do

at some point naturally put a

timer up on the screen.

I'm going to give you five

minutes and I want you to

actually go through and do a,

a self competency inventory that's inside

of your resource packet.

So just really quickly, I'm going

to hop out of my presentation

and I'm going to bring the

resource packet out.

And so the first page it's

out of that resource, that I've

provided you all a private class,

the system manager competency assessment.

You'll notice that cascading down the

left-hand side of the screen here.

These are the five competencies that

I mentioned that Korn ferry says

you really have to have, if

you want to be, you know,

high performing manager.

So driving for results, planning and

aligning situational adaptability, et cetera.

What I want to do is

I'm going to give you five

minutes and I want you to

read through the description of, you

know, each of the behaviors that

comprise this competency, if they don't

want you to rate yourself on,

on, on like these behaviors.

So for instance, on the driving

results, you know, if you have

a strong bottom line orientation, there's

a, a drop menu.

If you can indicate, is this

a strength?

Is this an opportunity or are

you skilled at it real quickly?

The key here, if something is

a strength, that means that you

are a rock star in it.

You know, this is something that,

you know, you do well, other

people know you do well, and

you can mark it as a

strength.

If you have something that is

a weakness, it's an opportunity, right.

You know, so you can mark

it as, you know, I have

an opportunity to get better at

this behavior as it relates to

this particular competency.

And then finally, if you're skilled

at something, but that means that,

Hey, you know, you're competent.

You're, you're good enough at it.

You know, you might not be

a rock star, but you also

don't stink at it.

And that's okay.

You know, what I found throughout

time is that as I've had,

like all the library, staff members

and folks in the for-profit world

and non-profit world kind of do

this, no one ever has like

all strengths and no one ever

has like all the opportunities at

tamps, the, to run the gamut

of responses.

But I, I want you to

just like, do this, take five

minutes, go with your gut.

And just be honest with yourself,

you don't have to share these

results, but I think this is

a great self development tool for

you.

So what questions do you have

for me before I give you

five minutes to go through just

the first page of the assessment,

don't go any further, just do

the manager competency assessment questions.

But when I, once going twice,

can I get like a Y

or a yes.

In the chat box, if you're

ready to do this.

All right, here we go.

Folks are ready.

Okay.

All right.

If you will, please, I'm going

to give you a timer for

five minutes.

Go ahead and do this assessment.

Do not move forward in the

packet.

And here we go.

I'm going to share a timer

with you flip over to your

workbooks, do page one and go.

It's one of that, you know,

you're down to about the two

minute warning.

And again, don't worry about it.

If you don't have an opportunity

to make it through this all

in one, sitting again, this resource

packages for you, and you can

take it home with you.

All right.

About another minute, 30 seconds now,

and then we'll come back and

reconvene 9, 8, 7, 6 5

year or something like that.

Alrighty, here we go.

Let's get out of this timer

and get back to our presentation.

It's hiding in here somewhere.

So that is always the, the,

the challenge of having like three

monitors on like an octopus.

And I'm like, where's my PowerPoint.

I gotta find it.

Give me one more second a

year, go back to sharing over

there and what PowerPoint is hiding.

It's coming back.

Okay, here we go.

Shift.

Well, okay.

We got it.

We did the assessment.

Okay.

So, you know, my question to

you all is when you're looking

at that reflection that we just

did, what we had you reflected

on your strength and your, you

know, your opportunities for, for improvement

in the world.

So just my question, quick question.

You can put in a chat

here, you know, how would using

the strengths? You identify help you

to be more successful as a

manager, you can just go ahead

and toss those in India, chatbots

for me, how can rely on

your strengths to make you even

more successful as a people manager?

Well, you know, we don't have

anything coming in, but you know,

here we go, you know, okay.

So w we have someone come

and answer, if you can definitely

share your knowledge.

And then, you know, I'm also

a fan of the, this train

of thinking.

I believe I, Stephen Covey said

it best, you know, if you're

already strongest something, there's nothing wrong

with sharpening the sword and becoming

even better at what you, what

you're currently strong in.

And we have some other things

coming in.

Here's how to chat as well.

You know, when, when you might

need someone else for advice.

Yeah, absolutely.

I mean, that goes back to

self-awareness as we talked about, and

then finally, I love this.

I love this love, this love,

this Sharon says, you know, this

shows that maybe we're better than

we think that maybe we're better

at this than we think that

we are.

I can't tell you how many

times I say through, well, maybe

I've seen, I've seen it several

times throughout my career where, you

know, we kind of get into

these positions of management and we

feel like lightening imposter syndrome, right.

And it's like, you know, gonna

get found out, but I don't

know how to do this, or

you know, that I don't have

these good business skills, but then

when you actually sit down with

an objective assessment based on competencies,

you can really see where you're

good.

You can give yourself some credit.

So thanks for bringing that up,

because this is a very validating

exercise.

Now we won't go too much

on this one, but I also

want to just kind of throw

out this devil's advocate question.

And that is, you know, we

have to be thinking about how

am I over-relying on our strengths,

hinder us, you know, if we

use a strain too much, how

can it hinder us? And in

a nutshell, you know, if you

are relying too strongly on one

or two things that you do

great, it might make your vision.

You might have tunnel vision, or

you might be very myopic around

your approach to how you handle

situations.

So for instance, and I'm not

going to bring the assessment back

up, but I know this about

myself.

So I know that one thing

that I'm very strong and is

situational adaptability, you know, I'll let

the joke, you know, I mean,

I'm a big guy, you know,

I weight 275 pounds.

I like to say for a

big guy and I'm flexible.

And not only does that apply

to me physically, but also to

my work style as well.

So I can easily adapt to

things that come my way.

You know, you throw a wrench

at me.

I mean, okay, well, I'll just

pick it up, throw it right

back at you real, really adaptable.

But what I found is, as

I move further into my career,

and as I, it has, I

had, you know, increased our responsibilities

as I took on more leadership

responsibility, that situation I've got the

ability.

I was always going back to

it as my ACE in the

hole.

And as a result, I wasn't

planning as well as I should

have been.

And we solved it.

You know, planning is also one

of those things on that checklist

too.

So, you know, that's just one

very specific example of how you

can, over-utilize the strength to a

point where it can become, you

know, where it can become a

weakness and where it can almost

stall you in your own personal

and professional development.

So now I want to talk

a little bit about career stallers

cause we talked about the good

and we also just kind of

mentioned, well, what happens if we

overuse the strength? So here, here

are a few things that we

know, and we know based on

research that there are five career

stalling behaviors, and it doesn't matter

where you are in your career.

You know, any one of us

can have the, so, you know,

even for some of my folks

who were like Morton season assault,

you know, when we did that,

that intro exercise people who've been

doing this for like 10 plus

years, 20 years, 25 years, you

can still have career stallers, even

if you've been in this game

for a whole minute.

And then also, you know, stolen

behaviors are oftentimes very difficult to

self-diagnose and it's because, you know,

we're living in it and these

are all behaviors.

And they're so implanted in us

that sometimes that we can't objectively

pull back and see what we

have the installers.

So what I want to do

right now is just to kind

of go through really quickly, you

know, what are some of those

top stolen behaviors? Now, of course,

you know, me, I'm all about

the interaction.

I couldn't go through these one

through five, but I would like

to put it out to the

audience, which one of the installers

do you want to cover? First

person that responded to chat kind

of wins.

So what do we want to

start? Which dominant behavior, all right,

we're going to go with number

four, reacting negatively to criticism, all

right.

Criticism, criticism, criticism.

This is, this is actually a

really good one.

So we know that that, that

folks, you know, ourselves included sometimes

can be very sensitive to receiving

criticism.

One thing, that one thing that

I've learned throughout my own career,

and one thing that I coach

a lot of my aspiring leaders

and even my season leaders, when

I do executive coaching.

And that is, you know, when

we hear criticism it, I challenge

people to take it as feedback.

And that is, you know, usually

when someone is giving you a

feedback, even when it is critical,

they are telling you something in

general, I'm not saying this is

always the case, but usually someone

is showing you some amount of

concern and care when they're giving

you feedback, because they don't want

to see you repeating the same,

you know, potential mistakes that you're

making.

And, and they would like to

see you, you know, maybe do

better work or come across in

a different way.

So when, when I think about

feedback, I really have to tell

myself, okay, let me, let me

turn my emotions off.

You know, let me not respond

is like a big angry guy.

And let me just listen, because

there might be just a little

nugget of truth, even if I

don't agree with the way that

someone saying something, there might be

a nugget of truth in there

that might help me become better

at what I do.

So it's not fun getting feedback.

It's not fun getting that kind

of criticism.

It's also not fun for the

person who has to, has to

deliver it.

And, and we know this because

many of us, my own, the

here already managers, like nobody has

fun, you know, delivering criticism, you

know, unless you're kind of sadistic

and you're just like, you know,

knocking people down a pig, but

we should go into any kind

of situation.

We get a feedback or criticism

assuming positive attendance, positive intent.

Now what happens is if we,

if we react negatively to criticism,

you know, folks are going to

see us as closed off.

They're not going to want to

share that criticism with us anymore.

And that is going to make

it where like the people that

you work with and the people

who work with you, they're also

going, they'll probably also have a

tendency to withdrawal and not engage

with you or the rest of

the team, the way that you

need them to, in order to

be highly performing a highly perfective,

a highly performing and highly effective.

So, so again, I just encourage

everyone to, you know, not over

react negatively to criticism.

It has very negative consequences, you

know, when we come across as

defensive, but rather challenge yourself to,

to listen to, you know, is

there a really a real message

behind this where I might be

able to improve and remember to,

to assume positive intent? All right.

So we did number four.

What do we want to go

next?

All right.

Morgan says, number one, focusing too

heavily on the details.

All right, here's the thing, right?

We know the details are important,

you know, and I know this,

and this is so, so hard

for me because I'm not, I'm

not, I'm not a details person.

You know, I like to, you

know, have like a high-level plan

and have the skeleton of an

outline and then, you know, just

kind of figure out the details

later or have somebody else to

have the details.

But the thing is, you know,

details are really important.

And I know that sometimes when

we're dealing with details, it's really

easy to get buried within the

weeds of what we're doing.

And if we focus too much

in the weeds of where we

all are, is hard, it's hard

to really get a sense of,

you know, what are the, what

are the real needs of this

undertaking that we're trying to accomplish?

Whether it's a project, you know,

whether, you know, I mean, whether

it's like an initiative that you're

doing for your library, you know,

organization, or for your branch, if

you get too caught down in

the weeds, then you are basically

focusing on so much that, that

you're ignoring everything else.

I'd like to say that everything

we say yes to say no

to something else.

And so if we say yes

to getting bogged down into the

weeds, I mean, there's this entire

forest, you know, this going around

us.

And there are probably more weeds

I was finding around out there

that we're not even able to

see.

And so this is really important

because, you know, the further we

go in our careers, the higher

our levels of responsibility become the

less we can afford to get

buried in the weeds.

And so this is why it's

important that as S managers, the

higher up we go, and the

more responsibility that we get, we

start letting go of kind being

buried in the weeds of what

got us here as individual contributors

and started looking for ways to,

to, to delegate a lot of

that work so that we can

have a better handle on our

increased responsibilities.

All right.

So we did four, we did

one wasn't next.

All right.

Jennifer says number three, easily swayed

about other people's opinions.

Okay.

So like it's so important that

we, that, that, that we listen

to other people's viewpoints on our

team, you know, from our administration,

like we have to always be

willing to, to listen and consider

other people's viewpoints.

However, we have responsibility to like,

not be too easily swayed by

someone else's viewpoints.

So the thing is this, you

know, as a manager, you always

have to have a plan, regardless

of what you're undertaking, whether it's

a complex or simple, you need

to have a plan and you

need to have like a goal

for what you want to see

accomplish and do your best to

stick with it.

Now, of course, I mean, you're

going to get information that comes

in all the time from different

people at different levels.

And you kind of have to

consider that.

And the thing is, if someone

brings you good information and you

know, it, you know, it feels

right.

If this data inform, you know,

you listen to that good information,

but what you want to avoid

doing is constantly, flip-flopping your plan

of approach because I mean, what

happens if you have a plan

and then you change it frequently?

I mean, just like, what, what

are the real risk of that?

If you change plans frequently, you

can just drop it in the

chat box.

Yeah.

I mean, you know, the reality

is if we, if we were

constantly flipping out strategies, people are

gonna lose their faith in our

ability to, to lead them.

You know? I mean, I'm not

saying any of that and you

just have to stick to your

guns, but, you know, I mean,

be very aware and very informed

before you switch, but before you

switched gears and I liked what

Jennifer says, Sarah too, and Jennifer

and Katie, both Jennifer says that,

you know, no one knows they

need to be doing if you're

flip flopping.

Absolutely.

I mean, there's so much wasted

time when you flip flop.

And then I, Katie says that

it can be frustrating to the

people who actually put in the

work on the referral plan.

And then all of a sudden

you're just like, bring the plans

out the window.

And you know, I, I'm not

even going to go here, but

I guarantee you that if you

just kind of think back to

the, like the last three years

of your professional life, you know,

I guarantee that each person on

the phone here getting probably hit

us like a horror story or

one that they can just chuckle

that, where it, the same way

someone had a good plan, or

maybe even you had a good

plan and then it changed.

And then, you know, people had

these as that reactions like, well,

I just spent six months working

on this and now it's different,

you know, or this thing about

the right thing to do for

their organization.

And all of a sudden now

you're telling us that it's not

right.

So these things happen all the

time.

Do your best, not to be

that flopper.

All right.

So we hit one, we hit

four, we hit three, we down

the two and five, which one

you want to do next?

All right.

Sharon says five micro-managing direct reports.

Okay.

Hey, here's the thing.

We all we all know about

this one, right? Just don't do

it.

If you can help it.

You know, one of the, one

of the major things that we

see with folks who are either

growing into their management role, or

even folks who have been in

that role for a while, but

they had like a great affinity

for what they were doing previously.

And that is people often have

a hard time letting go of

what they were doing.

You know, I mean, a big

part of, for me, I can

only speak for myself personally.

So, you know, and in my

career, like even when I was

in libraries, I spent almost 20

years in libraries, right.

But th the last half of

my career in libraries, it was

all around training and training and

organization development.

And as I move up higher

in those roles of training and

org development, there were still parts

of my word.

And I didn't want to let

it go off.

Like I love presenting, you know,

I love designing e-learning, I'll love

alumni management system, but as my

responsibilities grew, and I started working

with more people, I had a

hard time letting go of those

things, because that gave me credibility.

It was comfortable.

Right.

But when you're sitting at a

director's level, what made do you

really have time to be down

there designing like every single PowerPoint

that you're trying to do is

supposed to be doing well? Of

course not.

So, so you have to learn

how to delegate.

And we know that for a,

for a variety of reasons, people

often have a hard time delegating

and they tend to micromanage.

We're going to talk a little

bit more about micro-managing and letting

go.

And just the moment.

And so lastly, I think the

only one we haven't covered is

two.

And I'll just go to that

automatically real quick.

And this is a jumping hasty

conclusions.

I mean, this happens when we

get to a conclusion too quickly

without considering like all the fats,

all the data, all the viewpoints,

and most importantly, maybe not socializing,

whatever we're doing with the right

people.

So we make a lot of,

and you know what they say

about assumptions, you know, when you

assume too many things, particularly as

you are higher up inside of

the manager ranks, you cannot afford

to assume the, the perspective and

some of your key stakeholders, you

know, because that will lead to

you, making some decisions that are

potentially too quick, oftentimes very costly,

not only to your professional reputation,

but also to the organization itself.

So, you know, the, the advice

here is just the always make

sure that you're opposing, as you're

thinking about the decisions that you're

making and really, really, really consider,

you know, what is it that

you're trying to do?

What resources that you need.

And most importantly, who are the

people need to know, and also

for the people who need to

be involved in making these decisions

so that you can make wise

decisions.

All righty.

So just the recap we go

back to, there are five common

career stallers.

These could happen to anybody.

I mean, I've lived through a

couple of my own career.

Stallers I even know what my

career stallers are.

I'm going to give you an

opportunity to investigate if you have

any potential career stalls in just

a moment, but just keep in

mind that it doesn't matter where

you are in your career, how

seasoned you are, these can happen

at any time and their heart's

self-diagnosed.

And that's why it's so important

that we do what we're going

to do next.

And that is taken out of

that assessment.

When we talk about career stallers

w we really talk about two

things.

I mean, there, there are two

big categories of career stallers that

that Korn ferry brings up.

And, and to that, I, that

I seen so much in the

leadership, the government programs and with

the executive coaching than I do

with folks and people tan to

guest on, in their careers, when

they have trouble with people, or

when they have trouble with results,

you got to remember that.

Cause we, we, we talk about,

you know, like one of those

competencies was driving for results, right?

And there, there are two buckets

and driving for results.

It's like, can you get the

people to do the work? And

then can you produce, if you

cannot do both of those things

simultaneously your career is going to

get it in your career is

going to suffer for it.

And ultimately the organization that you

work with is going to suffer

because of your inability to overcome

these things.

So it's not a resource packet.

I have a sheet here, I'm

going to bring it up on

screen, and it's gonna allow you

to assess, you know, do you

potentially have any career stallers or

stoppers? If you look on page

two, you will see that we

have kind of what I call

two factors.

And we just mentioned those, you

know, that's trouble with people and

then there's trouble with results.

I'm going to tell you how

to read through this.

You don't have to take the

time right now to go through

it, but I strongly encourage you

today.

When you get done, he has

some time, but you know, off

maybe, maybe during your lunch break,

when you get home, I want

you to think about your career

stalls and stoppers, the way this

sheet works here, this assessment, you

actually going to start at the

far, right?

So you're going to be asking

yourself, have you ever heard this

feedback? So for instance, I'm looking

for, you know, has anyone ever

said, Hey, Jay, I doing rehab.

He, you know, he's, he, you

know, he doesn't take criticism very

well or that, you know, man,

he's, he's intractable.

Like, you know, whatever you say

he is, you know, he's not

flexible.

He's not going to change.

And you know what? He was

a real dynamo trainer, you know,

thinks that his way is right.

So I think he's a little

bit stuck in the past.

Right? You can see how this

goes.

If you, if you've ever heard

any of that feedback, you check

those bits of feedback and then

you work your way over to

the left a little bit.

So if you've heard this feedback

now start thinking about the stall

or a stopper you might be

looking at.

So when I look at this

feedback right here, you know, if

I'm defensive, if I'm flexible and

I'm stuck in the past, that

might mean that one of my

stallers is being defensive.

And then another Staller of mine

might be that I'm a block

personal learner.

Maybe I just think that my

way is best because I've been

excelling at what I did for

so long that I'm not willing

to learn anything new.

So out of all of that

feedback, I have two potential stallers

and stoppers underneath this one idea

area of not relating well to

others.

And that is something that relates

to potentially having trouble with people.

I'm going to pause there and

just see what questions you might

have about this assessment since we're

not going to do this together,

but I just want to make

sure you understand that.

So when you take it about

with you, that you can get

some real value out of this.

I'm just going to 30 seconds.

I'll look at chat or you

can come off mute.

Let me know if you have

any questions about this thumbs up

or a why we're yes.

Or whatever the chat, if you're

all good with that assessment and

you can do it a solo.

Yeah.

Pretty good.

Yes.

Alrighty.

Very good.

Very good.

So I'm going to hop back

into our presentation and we are

going to talk a little bit

about management and leadership.

If I can find more presentation,

again is hiding is always hiding.

All right.

Where were you? There we go.

Okay.

Now, and again, we just ask

you to consider, you know, what

are, what are some of the

consequences, if you don't address your,

your stolen behaviors.

And, and I think that it

kind of becomes self evident.

You know, it's very possible that

your, your career stall or it

can be just that it will

stall you out where you are

inside of your growth trajectory as

a professional and at worse, you

know, if you can't overcome something

that's a Staller and you truly

become stuck, it might, it could

very well, you know, spill the

end of, you know, where are

you functioning at in your career

in that present position?

So it's, it's very important that

we just be aware of what

I saw was a stock wars

are and give ourselves honest feedback

there.

Okay.

So I want to talk a

little bit just about the role

of a people manager and then

kind of disambiguate this idea of,

you know, being a manager versus

a leader, and they were going

to talk about overall engagement with

your tape.

So when we're looking at, you

know, your role as a people

manager, you know, when you, when

you move into these positions and

again, regardless of how long you've

been, you know, in your role,

there are kind of like three

major things that happen to shift.

When you move away from being

an individual contributor or even a

lower level supervisor into like higher

tiers management, you gotta find that

you have, you know, even more

responsibility for managing people and having

more accountability around that.

Of course, you know, as you

grow up that manager, you're training

up the manager of chain, you're

going to have more administrative duties.

And then also you've got to

have some responsibility for coaching and

development.

So when we think about, you

know, high levels of people management

responsibility, I know w we're thinking

about things like now, now ultra

manager, not only do you have

to do your work, but now

you also have to make sure

that other people are doing your

work and so are doing their

work.

And so with that, you know,

kind of, kind of these higher

levels of responsibility, you'll be doing

things like interviewing employees and making,

hiring decisions.

If that's in your purview, you

might be training people.

And then you have like, all

these administrative duties as a manager

is scheduling, right? I mean, if

you work, if you work a

branch, you know, did that for

a while.

And the scheduling is always, oh

my goodness.

You know, you're trying to balance,

you know, desk hours and, you

know, keeping the building open with,

and, you know, finite bodies.

So they're scheduling, excuse me.

And then you have like these

itinerant HR issues that you have

to contain with too.

Even if you don't work in

HR, you have to deal with

things like ADA compliance.

You have to deal with, you

know, potential issues of sexual harassment,

workplace discrimination.

You know, sometimes you have to

deal with like harassment from employees,

you know, you know, messing with

the staff members.

And unfortunately all these things that

happen all the time, but there's

like the administrative duties that go

along with it.

And then finally you have this

responsibility for coaching and developing employees.

You know, when we were individual

contributors, we were oftentimes on the

receiving end of that coaching and

the receiving end of that developing.

But now that now that you're

a leader, you have to be

able to, in time to do

this, you know, for the people

that work with you.

And it's not only coaching for

performance, because I see a lot

of managers kind of get stuck

there.

It's, you know, you know what

people are constantly thinking about, you

know, how can we help Vicky,

you know, be more effective with

our regions advisory? You know, how

can we, how can we help

Vicky? You know, you know, you

know, shell, shell more books, or

become more conversant with our new

ebook collections, right? It's all about

performance.

But beyond that as managers, we

also have to be coaching for

development because the people that work

with us, they bring their whole

selves to work.

And, you know, not only do

we rely on like our sales

and our teams to, you know,

do the work that keeps the

organization going and producing value for

our communities, but we also have

this responsibility for growing other people

so that, so that they can

get what they need out of

their careers and what they need

professionally.

And when you have that really

good synergy and that alignment between,

you know, here's what a person

can be doing a should be

doing for their work.

And here's what they want to

do.

I mean, it just creates like

this beautiful bow and that's what

we all ideally want to be.

But that's something that I can

talk about at, and all of

them in another session.

But the whole point here is

to just remember that when it

comes to coaching, we're not only

doing it for helping people get

even better at what they do.

We're also doing it because it's

the right thing to do to

grow the people that we work

with.

I have a quick video, I

want to show from the John

Kotter.

He is a professor at Harvard

university, one of the preeminent thinkers

around management theory.

The main basically if you've managed

a project and had anything to

do with change in the last

you've probably read an article by

Kotter, or you've probably read a

book or books by him, and

what I want to do, he

has a quick video, maybe four

minutes long.

And it talks about the perils

of confusing management with leadership, because

oftentimes people use these terms interchangeably,

and they're not.

So I'm going to play this

video and let's see what Connor

has to say about the differences

between managing and leading.

The two words management and leadership

are often used as synonyms.

That is to say people don't

because notice that in one sentence,

they're saying one sentence, they're saying,

and they're thinking, they're saying thing,

whatever it is, or they think

that the guys on top do

leadership, whatever that is.

And the guys in the middle

lower doing management, both are wrong.

Both of the anchors.

So both are increasingly a problem

in a world that's changing faster,

faster.

Let me explain management has believe

it or not mostly been invented

in the last century.

And we've created these modern things

that we take for granted or

skill 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 product.

Okay.

I'm just going to pause this.

I believe that we're having a

potential difficulty with the volume of

this video.

No worries.

I will make sure that, that

this video is included inside of

the south, the website that we

have as the, as the followup

for this class, we can get

all the resources, but essentially, and

I can just sum it up

a year and we can talk

about those differences in management and

leadership.

And that is, you know, Connor

really points out this, this dichotomy

that we're seeing here, you know,

in managing and se was say

is about getting a work down

according to policies and procedures and

procedures, the work gets done, right.

It gets done on time and

results are, you know, they're predictable.

And they happen with order and

structure, right? Management is really there

to help us uphold the, the

hierarchy that is any organization.

You know, we have, we have

services to, to produce, we have

value to produce to our communities

and to our patrons and to

our customers and management.

It is it's that framework that

enables all that good stuff to

happen.

It's it's it's dealing with the

budgets is making sure that the

schedules are right, is making sure

that people are not breaking the

law, that we're being ethical in

what we do.

But leadership is a little bit

more than that.

And leadership, as you can see

here at Kado was say it's

about providing direction through a communicated

vision, especially during times of change.

And we all know that we're

going through a lot of change

right now.

We live in a very volatile

and uncertain world.

So leaders have to be able

to motivate and inspire people to

get things done together.

And leaders also are about developing

policy of working relationship and making

sure that those relationships are in

place when new challenges arise.

And so what I want you

to do is just, we're going

to do a quick brainstorm in

chat and what I, what I

want everybody to do is just

think about in your day to

day and keeping in mind this,

this definition of managing and leading

and your day to day, just

give me a quick 30 seconds.

Like all the things that you

can think of in your day-to-day

work as a, as a people

manager, that's all about managing, just

drop that into the chat box

right now, just the managing piece.

And then we're going to do

the same thing for leading.

So right now, 30 seconds, everything

you got that relates to managing,

alright, got results coming in already.

We've got caught in the same

problem.

Solver, payroll, scheduling, scheduling staff time.

Absolutely.

What else? Keep them coming.

Y'all yup.

Important policy and procedure.

You have performance reviews, delegating and

coaching.

Yep.

Protocols, protocols, protocols, you know, we're,

we're all about them libraries.

All right.

And so these are some good

ones.

So let let's just go ahead

and flip it.

And I want you to think

about in your day to day

life, what are some things that

you would consider leading versus managing?

All right.

Encouraging innovation.

Team-building yay.

I'm all for team building.

All right.

I'll let that out from around

things that we do that are

late.

Well, you know, I think, you

know, even with, even with just

this handful of responses, you know,

I think that we all can

agree that in our role as

people managers, we're not one or

the other.

And that's the point that Carter's

really trying to make here with,

with disambiguating managing versus leading in

order for us to be effective

overall leaders, we have to do

both, you know, we have to

be good at, at managing the

people and the work.

And we also have to be

good at leading the people inspiring

and inspiring folks and building the

relationships so that we can continue

to grow organizations that make real

impact.

And, and, and I think that

what you'll find too is as

you keep going through, and then

you list out many instead of

management and leadership, you know, if

you, if you put these out,

like in a collage, they're going

to be some that they're going

to be some of these tasks

that straddled the line, because, because

a lot of it is kind

of situational.

You know, for example, now think

about training, right? So training could

be training.

It could be managing or leading.

You know, if you are training

someone, you know how to use

the ILS in a certain way,

you know, that might be more

management, but if you are a

conducting a training class on the,

you know, on, you know, developing

others, you know, that that might

be, that might be a leading

thing.

Or, you know, you could be

doing a training class and you

could be not training someone how

to use, how to use an

ILS, but you could have a

one staff member train another.

And so the trainee that might

be a management task that you're

doing toward the trainee.

But if you're developing the trainer,

that staff member, who's delivering the

training, that might be a leadership,

they make us, it is challenging

them to grow beyond what they're

in.

So, so of course there's overlap.

The main thing here is that

you can't just do one, you

have to do them both.

And they both compete for our

time on a day-to-day basis.

The last thing that I really

want to get into today, because

I know that we are approaching

the end of our time here

together, really want to talk about,

you know, engaging our teams because

that's where the rubber meets the

road.

If we are going to be

the most effective leaders that we

can be, we can't be good

leaders.

If we don't have a team

of individuals who are fully engaged

in what they're doing and supporting

the, the very important work that

the library is doing and the

work that you are working with

them and delivering.

So, so that's what I want

to kind of talk about.

We're just going to get into

this piece around, excuse me, you

know, driving for results.

Now, I'm going to ask you

soften, when you think about your

job right now, and this is

going to be another thing lash

to put in chat, you think

about your job right now.

What engages you? I mean, like,

what is it that keeps you

hooked Dan and emotionally invested in

the work that you're doing.

So just go ahead and tell

me, like, what's the most things

that keep you engaged.

Yeah.

And as you're thinking and putting

in your responses and chat, and

I look forward to staying stumble

over those, I mean, I think

about, you know, like what keeps

me engaged in the work that

I do, you know, a big

part of why I do what

I do now with Ajay is

because like, I am engaged not

only in my work, but in

my life when I feel like

I'm truly helping people, oh, you

know, become the best that they

can be.

So I'm looking forward to doing

things just like today, you know,

hopping on you have, I have

a handful of folks from library

land, which I love near, and

dear is a place that's close

to my heart and just been

able to share, you know, share

information and try to build other

people up.

I mean, that keeps me engaged.

All right.

We've got a lot of things

coming in over here now.

So, you know, it's the, you

know, the people, you know, both

the employees and the customers, I'm

missing some customer service.

Y'all I really do.

You know, there's a passion for

learning more each day.

There's a level of staff.

I keep saying like, like staff

comes up repeatedly, you know, it's

the staff, it's having the staff

and the initiative and the creativity.

And then also like these opportunities

to collaborate.

You know, these are all very

powerful reasons of why we stay

engaged.

And so, you know, we know

what engagement looks like for us,

and I'm sure that we can

see it in other people that

we work with.

Now, I want to kind of

flip this around a little bit,

and again, I'm going to have

you continue to press participate in

chat.

And my question is, okay, well,

what does disengagement look like when

the folks on your team are

becoming disengaged? I mean, what are

some of those things that you

see or that you hear, or

that you sent? What, you know,

that something's not right.

Go ahead and put those in

chat for me.

Okay.

Right.

Yeah.

We get people seeking out, get

apathy.

Yeah.

Frustration people had out of the

office.

Yeah.

A lot with Jennifer saying, you

know, a catalog, you can see,

you can see the dollar sign

in it.

They're just kind of going through

the motions of everything.

Yeah.

These things are, you know, th

these, these are all very common,

you know, outward signs of disengagement,

you know, his absenteeism, his attitude

of that loss of enthusiasm, because

they have the body language and,

you know, people's shoulders are slob,

you know, performance drops.

Maybe you had like a star

employee that used to do like

a little bit extra and they'll,

they don't be a little bit

extra and that's no knock against

them.

You know? I mean, they don't

have to do extra, but you,

but, but it's noticeable.

They're just like, eh, yeah, not

anymore.

And then also people might, you

know, mention more often that they

feel overworked, excuse me.

So, you know, like what we

have to realize as leaders is

that, you know, we can see

disengagement, there are elements of disengagement

that are within our control, but

sometimes there are parts of disengagement

that are outside of our control.

And so beyond just being able

to identify like when our team

members are, you know, becoming disengaged

and kind of, and kind of

come in what we call out

of the steam, you know, we

need to really understand, well, where

does disengagement come from? You know?

And, and so there's a, there's

a great body of research by

a gentleman named Lee Brannum and

lead Branum as the founder of

a firm call, keeping the people

and, and, and at least recognize

it's like really one of these

foremost thinkers around employee engagement in

Lisa as, okay, Hey, I get

it.

We can see disengagement, but let's

unpack that and understand why do

people become disengaged?

And so Lee has come up

with what we call like four

continental human needs.

And, and when one or more

of these needs aren't met, they

can lead to disengagement.

So the four fundamental human needs,

they only need a screen to

hear their trust hopes as a

self-worth and competence.

So, you know, when we talk

about trust, we all know that

trust is the building block of

any relationship and at work.

There's no real difference in that.

And so if we want to

make sure that we have engaged

staff members, our staff members have

to be able to trust us

as leaders.

And they also have to be

able to trust the organization that

they work in.

So know, so like our, our

staff members, they rely on us

to be as transparent as possible.

They are really looking for us

to deliver on our promises.

They're also looking to us to

like really invest in them.

They need to feel that they

can trust us and trust the

org when they come to work

at the speaking of like investing

in others by best fundamental human

need.

That's hope, you know, we all

need something to latch on to

emotionally, like we all need hope,

and we have to believe that

when we're coming to work and

we're giving out all, and we

know that we have so many

staff members and you can see

a day-to-day, they're giving their all,

and you know, and Hey, you

know, bottom line is ain't nobody

to get enriched doing this kind

of work.

Right.

I mean, so, you know, like

people need to be able to

believe in that and hope that

if they do good work, they

will be recognized for their good

work.

You know, even if you can't

financially reward them, you know, people

want to be recognized.

And also people want to hope

that if they do a good

job, and if they're making the

right types of decisions to really

kind of go along with a

progression, so to speak that they

might have an opportunity at doing

something else at a higher responsibility

level, whether it's within the organization

or not.

And so we have to make

sure that we keep that hope

alive for our staff members, even

though I know we can't promise

them a job, I know that

we can't promise them more money,

but I may, but we can

invest in them, but we can

show that we care by having

those development conversations, really trying to

understand what is it that this

person wants to do as their

next career step understanding, you know,

what are the kinds of projects?

What are the kind of interests

that they have that they want

to display?

So they hope that they can

grow to something else better, hopefully

within your organization.

And then third, this other fundamental

human need is having a sense

of self worth.

I mean, the bottom line is,

you know, we, we come to

work, we bring our entire bodies

to work.

And oftentimes, you know, in our

lives, sometimes at home, you know,

we might not be getting a

sense of self-worth and what we

do sometimes at work, we don't

get a sense of self-worth and

what we do, but as leaders,

it's very important that we help

people understand and recognize the value

of what they're doing.

You know? I mean, how about,

how about giving somebody just like

kudos, right.

Hey, good job.

High five out a boy and

a girl, you know, and a

thing.

I mean, like literally, you know,

recognize that that people are doing

good work, even when there's not

that financial incentive that's attached to

it.

You know, and what I find

too is that oftentimes and our

organizations, and we're so busy with

the day-to-day and we're so busy

putting out fires that, you know,

the, that many of the times

we only give feedback to someone

when the feedback is not positive.

Right.

Am I preaching to the choir?

I know what that feels like.

You know, I, I know personally

what it feels like, where the

only feedback you get is when

Jay's done something wrong, but you

know, how about as leaders? We,

we take the time to recognize

when someone does something, right.

And don't wait until it's time

for their mid-year review.

Don't wait until it's time for

their annual review.

You know, I mean, if, if,

if, you know, if customers are

giving good feedback, save those comment

commerce, you know, if someone's coworkers

given, given good feedback, and they've

given it to you as the

manager pass that on to somebody,

right.

Don't wait to these periodic times,

but don't wait to have a

step somebody's risk to give them

the good stuff, give it to

them often, you know, so that

people can feel that when they

come to work and then finally

the other human need that we

all have is, excuse me, it's

competence.

We all need to feel competent

in what we do.

And so I'll have to call

these like work kind of like

Goldilocks work.

You know, you don't want to

be too hard.

You don't want to be too

simple.

You want to be just right.

What happens is if you give

someone work that is too challenging,

you know, and they're not ready

for it from a, from a

professional development standpoint, you know, that

staff member can easily become defeated,

particularly if that person was already

higher performing.

And then, and then you give

them something that's too far outside

of their, outside of their range,

where they all right, then that

person can get to the point.

Now I can get disappointed and

defeated.

And it ended might also be

one of the first few times

when they've actually failed at something,

you know, so you don't want

to make it too hard, but

they had conversionally, you know, they've

given someone a work and responsibilities

that are too easy.

I mean, what's going to happen.

They're going to get bored.

And then we all know that

I don't has to the devil's

Steve.

So we have to be looking

at aligning people's scales with what

the right level of challenge, and

also hopefully the right level of

interest.

And so I bring up all

of these for fun found fundamental

human needs for a reason.

Again, you know, if one or

more of these four needs are

not met, you run a higher

risk of someone becoming disengaged at

work.

So we also, so we always

need to be thinking about, you

know, am I meeting these four

needs?

And the people that all my

staff, I have a resource for

you, it's not with the packet.

It is, it is a worksheet,

literally the four fundamental human needs.

You will see.

I mean, I just kind of

have a snippet of it here

on the screen.

You know, this is something that

I've found useful.

You know, when, when I manage

teams, it's thinking about, okay, like

who are all the individuals that

are on my team, whether they're

my direct reports from our project

team, what have you, and then

like, what's their engagement level? Are

they, is it high? Is it

medium? Is it low? And if

someone is suffering from, you know,

low engagement or, or medium to

low engagement, well, think about, you

know, like what fundamental, humid and

aid, you know, that you can

see might not be, might not

be being met.

All right.

And so like, if you really

think about this person, they have

a low engagement on your team

and, and you get a sense

that lately they've been talking about,

like the projects that you've given

them has been too difficult and

they're frustrated.

Well, you know, I mean, maybe

one of the human needs that

you need to address this competence,

you know, maybe, maybe he gave

us when it's too hard, you

know, and then you have to

be thinking about, you know, oh,

what are the actions that you

can do to help, you know,

kinda mitigate those, any of those

fundamental human needs that are not

being met? The last thing I

want to say here around engagement,

and these are things that can,

that are sudden, I call them

shocking events.

Sometimes people can be having all

of their fundamental human needs met,

but they can be, but those

needs can be trumped by what

we call a shocking event.

People quickly fall out of the

steam.

People will quickly fall out of

engagement when stuff like this happens,

right, is someone has worked really

hard.

They've prepped the interviews and everything.

They feel like they have a

great portfolio and they feel that

they are the right candidate for

this job.

And then they get skipped for

promotion.

That's a shocking event.

And that can knock, you know,

that can not so much as

engagement down big time when it

happens.

Other things that happen.

Sometimes it happens outside of the

office, right? If you have a

family emergency, someone's really sick, you

know, your family, that can be

a shocking event that makes your

engagement very challenging.

You know, I will be the

first to tell you that, you

know, many years ago I was,

I was working for the American

red cross and at 15 years

old, you know, we found out

that my, my oldest Simon's for

a brain tumor, you know, just,

we didn't know what it was.

It was something setting this up

social sudden.

And I was leading, you know,

the very large national project that

was, that that was worth over

a million dollars.

And I, and I couldn't engage.

I mean, like my heart wasn't

in it.

And like my performance tanked, you

know, all because I had this

crisis with a family member.

And so it, but it took

an attentive leader to recognize that,

Hey, something's not right with Jay.

Let's try to understand what's going

on and see if we can

offer you some air cover while

he like, you know, takes care

of his family.

And also what can we do

to get him involved in some

work that's gonna be like suitable

right now for competence, because he

doesn't have the full emotional bandwidth.

So you have to be thinking

about those kinds of things.

And then finally, you, oftentimes we

get these shocking events where they're

the change that happens from the

top and we just don't get

it.

I mean, a lot of us

work forward, you know, you know,

county governments or state governments, what

have you, there might be changes,

you know, from a budget perspective

or from a, from a legal

perspective that impacts the entire organization

and therefore impacts the people that

work in that organization.

And we just don't get it.

So I feel like that can

be a shocking event and it

can immediately knock us out of

engagement.

And so the big takeaway here

is to be thinking about those

four fundamental human needs also considered,

you know, like some of these

shocking events.

And so if you notice that

you have someone on your team

that is displaying lower engagement, be

thinking about, well, why is that?

And then what can I do

as a good leader to help

bring them back into a state?

I know we've covered a whole

lot of ground the day.

And so, you know, and I'm

sure that there might be flushed

as I'm happy to take your

questions like asynchronously, or even if

you have more time you, I,

to stay on a little bit

longer and, and, and answer anything

that you might have come up.

But what I want to leave

you with is that when it

comes to leadership is not about

the title.

It ain't about the position.

It's not about the flow chart.

It's about what we do to

influence the life of other people.

John Maxwell said that best, and

I believe that there was a

truism that we all can live

by.

So thank you all very much

for the 90 minutes that y'all

have given me today.

Hopefully you've given you some things

to think about why you don't

necessarily step in the leadership, but

that you really climb on top

of it and be as successful

as you possibly can be.

All right.

So floors opened.

If you have any questions, if

not, don't worry.

I have all the contact information.

We'll make sure that we get

you the follow up recording as

well as the other resources that

belong with this class, from the

website that I built for you

all.

All right.

So I'll stay on and Dickie,

I'll turn it back over to

you