How First-Time Managers Succeed At Leadership | Victoria Roos Olsson

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Hi Victoria welcome to the show. Well thank you so much. It's lovely to be here so Victoria. Your book addresses that Comma dates. That people don't quit because of the organization. Quit because of their manager indeed throughout your book you and your Co Authors share personal examples of employees and colleagues leaving accompany or thinking about leaving because of the working conditions created by their boss now among the six practices you write about regarding how we can be the kind of leaders that employees need deliver their best. There were a few that stood out to me for different reasons and the first one I want to talk with you about is the practice of holding regular one on ones with your employees and the reason for that is that in some of my corporate training sessions. I discuss both why this is necessary. And how leaders can incorporate these get togethers in their workweek but before we talk about some of the strategies you share on. How specifically do this? I was wondering if you could share why this is necessary as I'm sure you've gotten like me. That pushback from leaders say they've already got overflowing plates of work and to do lists and they just can't add another item into the workday so Victoria. Why do leaders need to make time for this and that is very good and relevant and common question and if your mindset is that your one on one is really sort of a very quick status check sort of Hey? How was last week? Yeah what's going on? What's happening next week? You need my help with anything. If that's your perception of a one on one yeah well. Maybe then you don't really need to have it. That often and I often get the question as well like well really would senior employees during need to have my one on. Wednesday are mean. They're big enough to to deal with this on their own. But if you change your mindset and think about it like all right so this is my one unique opportunity this week to really sit down with my key employees on a one on one basis and see. What is it that I can do to help them? Raise that engagement so that they feel you know not just that. They're here to do their work. But they really feel creatively excited and they want to contribute and amid alda message stress and pressure and worlwide nd. That's going on you get that moment to sort of just step out from that and catch was truly important. If that's would you thinking a one on one as well then it does really make sense to have them? And I'm sure it comes as no surprise that I completely agree with you. Victory but now that we looked at the Y. I'd love to discuss the how because again. I think this is where leaders can trip themselves up. For example. I recently had a discussion with newly minted manager. Who under the new role is undertaking a sizable change initiative? And they often have those one on one meetings with the senior management apartment. And like you just said. These meetings tend to be more their boss asking for status updates and checking stuff off their list. Okay on this on that. Good good go and this new manager admitted to me that they often left these meetings feeling even more behind then they before the meeting right because they couldn't get their issues concerns address they were going in and saying okay. Good I'm going to get some information on this and when it gets input on how to approach this. What is the critical issues? I should be focusing on over the next week or two and none of those got addressed. Yeah so when it comes to create these one on one sessions. How do we go about making sure? We're doing it right and consistently over time. I think a key to have affected one on ones is to spend a bit of time preparing for them. Just like you would for any other important meeting like when you go into importing client meeting. You'd prepare an leader or manager. I think that's what you need to do as well do really think about. Hey what's that in mind with this meeting and also set your team member up for success by asking them to prepare and even sort of state that at the start of the meeting so you know when we rush up from here in thirty minutes what do what do we need to know or do differently. Or what's important to sort of really set that end in mind? I think that's key and in key. Where so many managers were there? Were problem solvers. And we're going right into kind of a strange delegation mode sharing things it needs to be done. Okay this is my time to really listen. This is a time to learn. So what's really going on what what's happening out there so you should if you prepare. Think about the questions. You're going to ask rather than all the answers or tasked you're going to delegate and then spend more time listening than talking right and you know I love this point you bring up in your book of how to remember that. The point of these meetings is for us as leaders to elevate our employees. It's for us to figure out how we can help them. Do better be better so that they can not only succeeded. Achieving the goals reassigned to them but so that they can also become stronger team members who can help us to collectively succeed exact a year building. String theor you know. That's that's your key purpose. Really that one of your key purposes as leader due to help elevate and bill your team so that you can go out and really decent great work absolutely making that perceptual shift from one of my getting out of this to how am I helping you get something beneficial out of this time with me so important and critical in today's workplaces where it's understood that what's key to our alarm. Success leadership is our ability to nurture and sustain relationships with our employees. Ease that we're able to understand what's their internal motivation in Hata tied to organizations vision so that they're willing to share their best efforts because they motivate themselves to do so ex-exactly and remembering it's their meeting. It's not your meeting. It's their meeting. I love that too. That's such a great point there and there's something you mentioned in the structure of how to go around scheduling these one on one meetings that it leads into the second practice that you describe your book and assist notion that when we're looking at scheduling these one meetings. One of the keys for it to be successful is to make sure we're accounting for energy level and I love this idea of learning to become more aware of how. Our energy fluctuated with workweek. Because it actually reflects something I wrote about in my book. Leadership Vertigo where I talk about. How THE ENERGY LEVELS? We have impact our ability to be truly present and engage with their employees whether it's in those one on one or in group meetings so that they're not feeling as though we're simply just going through the motions. Oh we have to have these meetings or I have to meet with you the check in with you so this is another practice that you write about. That really caught my interest where you write about how we need to be taking a greater effort to manage both our energy and our time. Now I know in your book you did. Mention Victoria this something. You're particularly passionate about and I love this idea. You share that there. Are these five energy drivers. We can use to boost our energy levels. So what are these five energy drivers in? How can they help us to be more engaged in present? I you know what I. I'll share the five energy. Drivers are super important. But I'm just coming back from having delivered a workshop with some senior leaders and it's interesting because I do think that most people they do recognize these energy drivers but still we kind of think of it as something more of a reward than an investment and I think that that sort of Deke the paradigm we have when we go into this that we don't think as an energy driver to something we can do at the end of the week but it's really something at the start of the week to make sure we can be that great leader so yes the energy drivers. It said a lot of physical things in there. So it's about sleep and this is in my experience where a lot of leaders fail short and yeah unfortunately there have been some really like cool leaders going out there making statements. They can survive on three hours of sleep. Instill run this multi billion dollar business. And that's I mean we do need our sleep. We need our seven to eight hours of sleep and we need to prepare for that. We need to be strategic about that. 'cause we need to come focus to work right. So sleep is definitely one of the energy drivers and then it's movement and that is increasingly being proven over and over again. How important that is. We're not GONNA do movement because we wanna you know look Good Beach. Two Thousand and twenty but we WANNA do movement so we can sink good so we can feel good and there's research now really showing that if you go out and physically move properly like three times a week really get your pulse up for forty minutes. That has a stronger effect on like mild depressions and things than just any medication. Isn't that cool to know?

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