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Ep 115: Taking your job seriously without taking yourself too seriously.
No role place. Just real personal Renzo share four decades of combined experience to help you become a more effective leader. We've never really as a workforce, spent a lot of time on making sure developing good leaders will be able to share stories, experience the stakes failures, successes. This is packing your leadership. Welcome to hacking your leadership. I'm Chris in Lorenzo and the Renzo on this episode. What I want to talk about is the concept of how seriously we take our jobs and ourselves. I've worked with people throughout my career who took their jobs really seriously, and I noticed something about those people which is that a lot of them tend to take themselves very seriously as well. I've also worked with a lot of people who were really great and not taking themselves too seriously, but they also didn't take their jobs very seriously either. And it's been very rare though it has happened. I've some some good leaders that have kind of been good at fighting the balance in that, and so it's a hard balance to do. I know I know that it's hard for everybody's hard for me to have. Have you struggled with that in your career in moments where you should you started taking yourself too seriously or not taking your job seriously enough for vice versa. Have you worked. For leaders who've struggled with that, how do you, how do you kind of get through that and how do you try to lead your people and find that balance? Like five questions at once. Okay. I had ten. I cut it. I cut it. Well meal, you know, you're, you're smart guy that you can handle. Yes, yes, yes. And no, maybe? Yes. Perfect. All right. This is a been hacking your leadership. Madrid. Yeah, it's it's interesting because I think that initially when I'm reflected on myself and thinking about that question, you know, I tend to take the work too serious when I feel that myself or my team are capable of more or capable of of being better. But I think overall, I, I wouldn't necessarily that I struggle with it because at the same time I feel like I take my career serious as in, I stay aligned with values. I stay aligned with a clear direction, clear vision. I, I make sure that the things that I'm doing as a leader are reflective of the of the brand of of the team of my direct leaders and things like that. And at the same time, I, I like to have fun. I like to make sure that people understand like there's bigger things in life and that it's, you know what. While there may be times where we get frustrated or what things don't go our way. Whether it's, you know, myself my team, you know, or or by peers, those around me, that at the end of the day we can. We can figure it out. We'll work through it and there are there are bigger things in life than just this maybe project or the strategy, that type of thing. So I think that after having a lot of years in kind of the the leadership roles, I've I've learned to balance a lot more than previous I, I can remember specifically as a younger newer leader, but I took a really serious, you know. You know, both the job and both myself and I think over time you understand learned that there's certain Evan flow to business and that things will, you know, have their things will have their highs, things. We'll have their lows and it's it's, it's not the elimination of the lows. It's really the closing of the deltas between the highs and lows. It's kind of what you shoot for in the long term. So you you learn to kind of accept the fact that you're going to have times that are really, really good and you have times that would be a little bit more difficult. And you know, setting yourself up from a strategy standpoint for the future to eliminate those big roller coasters I think is is what keeps me grounded and. Allows me to have fun while also making sure that I'm delivering on the expectations of my role, I mean, makes perfect sense. So the the, the fall of question then is why do you think it is that a lot of leaders who are tenured far along in their career have such a hard time doing that, so it makes sense that with with the context of time and with the context of experience, you start to put less stress and pressure on yourself for the individual minor decisions in day to day things that that don't amount to much in the long-term things that you may have worried more about when you were just starting out and thinking that every little thing mattered. But now with the wisdom of years behind you, you can kind of you keep that in perspective, but then there are a lot of leaders that are your age and older and with your level of tenure and and years in leadership roles and more who still have a really difficult time doing that. They take things so they everything is so serious that that it, they become almost unapproachable. They, they become the, you know, the old saying that the the steps we take to avoid the outcome. We're trying to avoid are the steps that actually bring us closer to the outcome. And I think that that fits really well. They're the leaders that I know that when they react poorly to a, you know, a down month or a down quarter or whatever it is the taking that very seriously the steps they take try to rectify. It are the ones that tend to push their employees away and make them disengage and make them not wanna follow them anymore. And so they they're trying to avoid this thing and they end up hastening it instead. Yeah, I think it's, I think at that point it is about this is my opinion. I think it's about complacency in reactive leadership. You know, I think it's, it's peop- people get to a point and I've seen it. You know where people feel like all this is on autopilot and I've. Done this for so long that I can figure my way out of anything. And you know, I can jump in and twist things in pull things to to, to get some type of result to happen in the short term. If I need to keep myself out of trouble like there's this overconfidence in almost like this lowlying to sleep from, you know, I guess the complacency, the monotony of of people that have been doing a job for a long time. And I think it's just becomes it becomes that it becomes a, I'm not going to be involved in empowering my people at a at a very micro level. I'm not going to push myself or my team to to to live up to the best of our ability. I just kind of wanna sit in the middle and and then when things don't go, well, I'm going to jump and react to them to try to push them. So that I can get off of that list. It's kind of like like early early on our podcast, we kinda talked about that idea like mediocrity and in, you know how, how I spoke about it in in my book just around like the, there's a vision of, let's just be in the middle, and that's a bad vision to unite like they should not be your vision, but I think that's what ends up happening is that that people want to just be kind of left alone and set it and forget it. And we kind of just exists and you know, we, we, we do just well enough to not be on the bottom or or be held accountable, and we don't push ourselves too high. So we don't have a lot of attention and people want to know what we're doing and how we did it. And I think in that type of an environment, that's exactly what that with that breeds our leaders that that become unapproachable, that you know that all of a sudden things get real serious when they are on one of those lists up or down. Down and in your your spot on it it, it creates an environment where people, you know, aren't empowered. They don't feel inspired and they don't wanna approach that leader two because they don't trust that leader to grow them, develop them because they can clearly see the leaders not doing it for themselves. Yeah, I think that's a, I think that's a great analogy and a great great insight into that. And I've worked with for people like that. Nellis tick the other way to you know there there are leaders out there that are incredibly approachable, and I think that they, they do their best to empower their teams and they, they put them in situations to grow and and for them to learn. But it seems like nothing of is really taken that seriously like they don't take their their job very seriously. They don't. I don't want to say they don't care, but it seems like they don't care. It seems like they just kind of skate through their day and and they do their available when they're when they're asked. You know, they're, they're very approachable that somebody comes ask them for help or they they work on development people. But but when it comes to the job itself, they just don't take it very seriously. They don't. It seems like they could just kind of take it or leave it have. Have you worked with people like that before? Yeah, absolutely. You know, I think that it's it's the case of what people do is like not with the passionate about. Maybe they're good at it. You know, we've also spoke. We've spoken about that before the podcast. Sometimes you know, sometimes people are good at doing a job or they're good at, you know, leading a team to get something done, but they have zero passion for the work itself or they, they don't personally connect with the larger vision of the organization or the work that's happening. So yeah, I've absolutely see that. I've met plenty of people in the retail industry where they are good operators, and they know how to run in the -ffective retail store, but but they have, you know, they're not. They're not excited or passionate about people development. They're just like it. Hey, as long as we get these results, as long as we get these numbers long as we grow, our business were good, and and if some of you get promoted because we do a good job. Great. You know, if some, if you don't whatever you like they just they're not in it for the people piece of it. They're in it because they need a job and they happen to be good at this thing and it pays what they wanna get paid, and they're not aligned with the part of a culture and environment that's about empowering people and inspiring people. And that's, that's usually what I see in the retail industry. I don't know if you've seen anything different in the, you know the businesses, the companies that you've consulted for, but that's usually what I see when it comes to leaders that just seem like they could care less. Yeah. I worked with a leader like that for a few years, and he was a really, really nice person really nice person like the kind of person you could go, you know, have a beer with in sit and chat with for a long time and he was incr-. Credibly, great at inspiring teams of people. But there were times when he would not just not just figuratively, but literally not show up to work for a week. I was like, just just not come in and and it was. It was almost like exactly what you said, where he, he wasn't passionate about the job. He he, he didn't really seem like he was passionate about anything, but he could. He took a game a really good game, and because he was really nice person, no-one really gave him a lot of a lot of credit about that. And eventually it came back to to buy them a little bit. But I, it's he, he always struck me as the kind of person who will help. He'll never die of a heart attack at at sixty or seventy years old. He just he just doesn't care enough about anything to for that to give him stress. You know, he just kinda like skates through life and things of always just come easy. And so he just does what he can to get by and. And uses those strengths that he has, but but those kind of people, I think they can. They can kind of they get followers really quickly, but they also there can be a danger in following people like that because other people around them know what they are all about. They know that that that person doesn't care that they don't. They're, they're, they don't. They're not committed to the success of the business. They're just committed to making sure that somebody leaves him alone front of their day. Yeah, I, I think part of this to like as I've been reflecting on what you were talking about, you know, the the leaders that I've seen do a really good job at it. You know, I don't know that I've ever heard them, say things like, hey, you know, we gotta make sure that we take this job serious when it matters, but we gotta make sure that we don't take ourselves too serious. Like I've never actually heard that vernacular from leaders who do a good job at this. I think what they do well is they help connect. What we do every day to how it impacts us in a positive way, how it could impact you? Me personally, my family. We talk about why we work hard, why it matters to to to show up in in in be our best. You know why? Those are skills in things that not only help us build a great professional work environment, but help us personally, and we share in in this leader would share personally how you know being able to break through certain ceilings and achieve things with teams that that they never saw or never thought would be possible how that translated into their home life. And it helps them, you know, a chief personal things in, you know, lead their children in different ways. So I think the leaders that really get in in our good at helping others understand it approach the work and that type of way. I'll never. Get I, I did a an interview panel with somebody who worked for Starbucks and a leader asked them a question of like, you know, what's the thing that that you do when you work at Starbucks that that you would be happy if you never had to do it again ever and never forget it and they're like, help customers. When I say thank you. Right, right. Oh, no. They said they said, you know, they were like make Frappuccino. And go why? And they're like it is just such like a pain to do, and it's like, it's just it just it can cause I didn't know this, but like it can cause a hiccup in the flow of getting drinks done and it just like it delays drinks getting done because it takes longer and all this type of thing. And so the the follow up question, it was like, well, why do you, you know, what do you? What do you do it? You know? And like if you've never had to do it like like, why do it in? And they said, well, there were like, what I know is that every Frappuccino that I make that a customer wants to buy and they're happy with how we make it. Chris loyal customer that comes back and spend money at my location and the, you know, the, the prophets from my location are the thing that allow me to have a job and have a career and give me a paycheck that allows me to feed my family. So I make them all the time with a smile on my face. Right. So like it was just one of those things where you know this, this person had really understood that. You know, sometimes we do things at work that we don't want to do or that can seem frustrating or whatever the case is. But at the end of the day, there's a value to it in the value is that we get to do it, you know, and and that that we have, you know, customers and clients and communities that they count on us to deliver something a product or service. But it just makes me think of how they that was just a remember feeling like, yeah, like they've really understand that. Like. It's, it's, it's, it's about your attitude is about understanding that, yes, your job is serious? Yes, we have results. We have to dry, but we also have to remember who we serve, you know, and that's the, that's the community, and that's our customers and clients, and we can't take ourselves too serious yet the that story kind of made me think of something. And I think it's an important distinction is that the person you were talking to, it was career oriented so that that person was that they tied in the bigger picture of how it helps them the what's in it for them was what was in it for their personal life, the quality of life they were able to provide for their family because of the work they were doing. And I think one of the one of the pitfalls of taking yourself too seriously at work is if you lead people who are not career oriented. So if you are a leader of people that I, if all the people putting up through you had were career oriented mean they. They were not. They won't work in the job. They were there working career. Then the the, the kind of consequences of taking yourself too seriously are might not be as bad because at the end of the day, those people are are connecting what's in it for them anyway, like this is a decision for them to make to come to work to do a good job because they're trying to advance themselves. They're trying to make a better life for their family. When you're working with a lot of people are have people reporting to you where this is a job. This isn't a a career, it's so it's a way to, you know, pay the car payment while they go to college or it's a a way to it's a, it's a stepping stone in a long journey that for them, that where they have bigger plans, the danger of taking yourself too seriously is that you turn people off because in their mind if they're thinking, well, this isn't a career anyway. Why? Why should I put myself through the stress of dealing with this person and dealing with these things that I, I know that they're not serious things, but my boss takes them so seriously, it. It's a huge turn off. And if you're not a career oriented person or you're doing this job as a means to an end or means to something else, it could be very easy to to fill those people to get disengaged. So if you're the leader of people like that being being approachable enough to where you know the, the, the things that that shouldn't be taken very seriously aren't taken seriously. Then you kind of meet people on their level. You meet your employees where they are, and then you and you become much more approachable than if you're the person who just wants to make sure everything's perfect because it's your career, but it's their job yet. That's a great point. And with that at brings us this episodes. One minute hat. The one minute hatch. Okay for this episode's woman at hack, this is going to be about taking your job seriously without taking yourself too seriously and the way you wanna make sure you do. This is kind of what I like to call on an eighty twenty rule on when you interact with your direct reports. And so what I want you to do is think about all the times you've interacted with your direct reports over the last few weeks and kinda write them down whether or not these conversations were work related or not work related and not work related. I mean, anything it could be what they did over the weekend. It could be what their long-term goals were, what they're studying in school, how their family life is anything that is not specifically job related. You wanna make sure that eighty percent of the conversations that you have with your employees are not work related eighty percent since like a really high number. I'm talking about every interaction. It could be a passing conversation on a hallway. It could be stopping by their cubicle and having a five minute chat. The career conversations are the career conversations, and those are important to keep focused on the career. With the personal stuff peppered in, but on the interaction's happening day to day you wanna make sure that the employees that report to you see you as a person before they see you as a boss or as a leader because they're not going to relate to somebody that they don't see is an actual person with goals and dreams and personal life outside of work themselves. And the way you make that happen is to measure the majority of your interactions are not work related. Yeah, I think it's a great women hack and it's a great reminder to connect with and to have you know, a good personal relationship and trust. Just even through conversation with people in what that then allows them to see into understand is that if you do take certain parts of job serious or certain times or strategy serious, it's not that you're over indexing in taking the job too serious is that this thing must really be important. And if you've got that type of relationship, you've had great conversations to get to know peop-. People than they will. You know, they will react similarly to it because they understand that you believe it's important if it's important to you, it's important to them. Yeah, you the real work on increasing productivity is not in attempts to increase productivity. It's an attempts to strengthen the relationships because people have strong relationships work hard for each other. And with that at brings us to the end of this episode, this is hacking your leadership Lorenzo, and I'm Chris and we'll talk to you all next time.
Hacking Your Leadership
Aired 5 months ago 17:28
Ep 116: Are your sports analogies landing or losing people?
No role place. Just real personal Renzo share four decades of combined experience to help you become a more effective leader. We've never really as a workforce, spent a lot of time on making sure developing good leaders will be able to share stories, experience the stakes failures, successes. This is packing your leadership. Welcome to hacking your leadership. I'm Chris and I'm Lorenzo, and the Renzo it is Toby. And you know what that means. It means we are in the midst of both baseball and football and college football AM time. So in preparation for the holiday season, which is which is quickly approaching, you just have to know that it's kind of a second goal and it's time to hike that ball in score. I'm being a little facetious there, but I'm trying to appoint and that is that this is the time of year where leaders get a little zealous with the sports analogies when it comes to stuff, we have to get done as a team or as individuals. When you know, business needs results, whether you're whether you're ahead of the pack or behind the pack or right in the middle, there's no shortage of the sports analogies that come out right about this time. Have you seen that in in your career? Have you noticed this happening of the number one? It's football season, so you get a lot more those now, but I, it's also I think some somewhat base may be on industry. There's a lot of sports analogies specifically in in retail and retailer ship, and and I don't mind them at all. But yeah, I see a lot of them enough. Got my fair share that I use. Well, there's no problem with them inherently, but they can be problematic under certain circumstances. And that's kind of what I'm gonna talk about because I was in a group of people and one of them. Used one, I was visiting a client and somebody used a sports analogy and they didn't really know their audience, meaning half the people in the room didn't know what they were talking about. And it didn't help that. The analogy they used was a little bit of a stretch anyway, like it wasn't actually what they were trying to get people to do. And so it was almost like they wanted to hear themselves speak or they, they heard it somewhere else and wanted to use it in in their talks, but either way they're, you know, have. When have you seen this happen? Have you seen leaders use sports analogies where it was either you know, not even follow the person listening was like, what do you even talking about or they use them incorrectly? Absolutely. Yeah. I think that I've heard a little bit of both. I, I've heard them used incorrectly, which is, which is funny, but I think to your point, I've heard them. It's always the element of when you using the analogy. I think it's one of two things is either you're, you're trying to motivate people, you know. Because sports, you know, and being a coach in the speeches that you get things like that, like it it, it can align with how urgent something is or what's going on or how we need to finish something. And so I think that's the that's the one use of sports analogies. That's just getting people excited about something the people that I know that do it best take the time to preface the analogy with a little bit of context. You know, like like I've seen that done really, really well then be like, look, hey, I know not everybody in, here's into football, right? But let me tell you about this coach. Let me tell you about this team, and this is what happened with this team is what happened. So like you kinda get this little bit of preface on what's going on, and then you can use the analogy that then make sense to the audience a. That's what I think it. It makes the most amount of sense, but it is. I, I so much enjoy the awkwardness of of people who you know from for. Presentation standpoint use analogies that don't make sense or are not aware of the room and who the talking to you. They're not aware of their audience and things like that or or they, they put a bunch of words up on keynote, and then they try to talk to the people that are in the room and it's like, don't ever do that because they're gonna read the slide right like so sports analogies piece to me, I find a lot of joy in them because number one, I get most of them number two, I enjoy when they either go really right or if they go really wrong. Yeah. So the example you gave of the person who's does a really good job at it. The example you gave isn't really an analogy that was a storyteller that person just using an analogy. They were telling a story which connected something so so I think it's an important distinction. An analogy is something like a analogy is used in in substitution of a story, meaning you don't wanna tell an entire story and settle, but you context. So as this quick little one or two liner that's meant to group everybody together. And and convey a clear message from the leader to the employee's on what they're talking about. And I'm a big fan of analogies, but they do have to make sense. And so the, like I said, the example you gave was more of a storyteller, and I love that he even if no one understands anything telling a story in full context, if you do it well, is likely to kind of mobilize everybody around you. But what I wanna talk about a little bit is why we gravitate towards this when it comes to sports. And I've been thinking about this a lot. I think sports is the last meritocracy left meaning there when when you're watching a football game or basketball game, you don't. You don't have to wonder, is the person on that field or on that court, the absolute best person for that. There's no like, well, yes, they're not doing as well, but you know, they're the coaches nephew in then. So they're out there like yet may maybe in little league or in in in high school. But when you're talking about professional sports, that never happens. If there's some unknown person that is even the slightest slightest bit better than the coaches nephew or whatever it is, then they're on the field, not the coaches nephew, and so it's kind of like the last bastion of meritocracy that is kind of untainted by, you know, the the human emotion that goes into how how we put things. I think that's why people gravitate towards it in a world where it's, it's, it's increasingly that you have to wonder whether or not the person you're working alongside knows somebody or as friends with somebody or if they're the best person for the job. And so I think that's why we gravitate towards them, but the it still makes it a situation where if you don't know your people and what they're into, you could be speaking to somebody and giving them these analogies and they're looking at you like like deer and headlights at they don't understand football terms or basketball terminology. They don't understand what those even mean than not only are they not going to stand what you're saying, but they're also not going to be motivated the same way you are anime actually provide a disconnect between you as the leader and. Your employees. They may start thinking like, who is this person who, who doesn't even know what I'm into what I'm interested in and other using analogies that don't even speak to me. I needed to run the point on this, Chris, you rack? Exactly, right. You know what I kinda liked that example, because it's used often enough where we kind of understand what it means. Now it is kind of transcended sports. And so someone says to manager one point on something, it means I need you to take ownership of this. I need you to be the the leader of this particular initiative or whatever that is. And so it's a good example of one where it's used often enough and we don't have to can't even tie back to sports anymore repeal. It's kinda know it means you're kind of in charge here for this particular endeavor, but there are plenty more that don't do that. I absolutely like, yeah, it's kind of like there's a difference between somebody who drops the ball at somebody who can't catch right. Exactly, right. Yeah. If you someone dropped the ball, you're talking figuratively. If you're in the business world while will it's the skill set as it's perfect example right when I'm when I'm using it from a football. Reference the differences that if I dropped the ball, that just means that all of the components of what I was trying to accomplish, didn't come together in the moment they needed to. Right if I can't catch that means I don't actually have the skill set to catch the football. Right, right. So to the untrained eye from the stadium, if I'm watching the quarterback, throw a football and the ball hits the ground, I will say like, oh, that guy can't catch right visit NFL receiver. He, he's one of the the best one hundred people in the world who can catch a football. Right, right. He just dropped the ball, right? Like like, that can happen that type of thing. But it's a good understanding of from leadership. Again, if you don't have the context, you don't understand the sports that way. What I'm telling you is that are your people making mistakes just because they're trying things or because they're not paying attention or they make mistakes because they actually don't know what you're asking them to do. They don't know how to do it right. Well, and that's important too. Because if if you as the leader. Use the terminology so and so dropped the ball. How were they interpreting it? Are they interpreting it to mean you're telling them that all of these things didn't come together normally. You're fantastic. It just things didn't line up and you didn't catch the ball this time or are they saying you don't know how to catch and depending on who you're talking to, who's in the room that line. So and so dropped the ball, or I dropped the ball, whatever it is, could be interpreted different ways. And that's some of the danger of using these analogies in a roomful people who who aren't on the same page with you. Right? Because again, it's a matter of a, we agreeing to the definition of vocabulary right at if we all have different definitions of it, it gets really, really hard, especially if you're not into sports and you have zero definitions, right? You know what I mean? Like come on. I need. We can't have twelve people on the field will what does that mean? Yeah. Why can't people in the field does not make chances better here? There's like fourteen of us on this team. Right? And sets it all right people home exa-. Yeah. Exactly. Yeah. Right? Yes, yes. So it's no, but I, I think you're spot on and it's funny because there is wind done correctly. And when you understand the audience, it can be really helpful and it can really create. Efficiencies in communication and in strategy in execution. But I think it will always boil down to that. But I, I love your points around like, why do we think it's sports? Like, why do we use sports? I'm so often. In these areas. And I, I don't know. Again, I think I think some of it may be industry-wide in some of it may be what you've had industries that were maybe male dominated for a long time. That's just, you know, just language that guys would use over the years and it's just kinda stuck right. But again, like I think I think somebody using a sports analogy in a male dominated industry thirty years ago. The likelihood of a person in that room not getting it would be a lot slimmer. I think today even in industries that were traditionally male-dominated and still are today, there are a number of people in that room who are men who still don't understand the analogy. I, I work with. I work with plenty of guys in plenty of organizations who just don't don't care about professional sports and don't you know they they like going to a Super Bowl party once a year, but they go for the commercials and for the conversation and and and the the game is kind of like incidental. And so I think there's still a danger. In a soothing that everybody in the room understands what you're saying. Even if they kind of fit the demographic mold that you have are used to talking to. Yeah, I, I think the storytelling piece right at annot that's we talked a little bit about this earlier, but I think that that understanding of the power of storytelling verses the ability to speak in analogies and things like that is is a very big difference and you and you could hear it like I, I hear it in leaders. I, I can, you know, just in the way that people explain things to somebody and I think that you know those that will default to a sports analogy. It's not that they are unable to do to tell stories. I just think that they haven't fully understood the value of providing the context and how that the the the lesson, or you know, the example that you're trying to give to be able to have it connect to a very large audience requires more time. Of either explanation if you're gonna go to sports way or other ways. And I think that we will hear less and less of them over time. That would be my guess when it comes to sports analogies in just from what I've been seen. I think there's been some pushback on them because of that exact reason. And from the from the workforce, it's out there. Now there they have no issue, say like, what are you talking about? I don't get it. Like, what? What do you mean? I don't understand. Yeah, before it would be like they're the deer in headlights and they just go about their business acting like they're playing along. I get what you're saying. Yeah, absolutely. Let's let's do this in ready break and you go and you walk away going. I don't understand a word he said, but I'm just gonna kinda follow my co workers and hope I do it. Right, right, exactly. And nowadays, you're right. There'd be no shortage of people in that audience in that room wherever that is going. What on earth are you talking about? You know, like the kind of the traditional kind of if you have an issue with something your boss said, you wait until the private moment and you do it respectfully. It's like, no, it's those days are gone. Now it is. Is everybody's voice matters right now right in the moment and the they'll have, they'll be no shortage of people calling their boss out when they when they use analogies sports. Otherwise. I mean, we're focusing on sports because his October, but there are other analogies that have become buzz wordy throughout many industries. You know there, there are things like, oh, we got, we got too many cooks in the kitchen here. Guys, we let you know they, there's there other analogies to that. Don't make sense to some people based on, you know what their upbringing is, what their their personal interests are, their personal lives and the leaders that know more about their people on a personal level. I think they have a better shot at at being able to do this right? But there's such a, there's such variation if you have a team of people and he lets you have three direct reports, you're talking to three people. Sure. Maybe you can find something you all have some commonality. But if you have thirty people in a room, even if you do a great job of knowing all thirty of them and you and you are a good leader in that in that, 'cause it's unli-. Likely you can find an analogy a one or two liner analogy that will speak to all of them equally and it will align them, and it becomes even more important for you to ground in context and an an an entire story as opposed to just an analogy. Yeah, absolutely. At with that brings us to the Sepah suits. One minute tack. The one minute hack. Okay. For this episodes woman at hack, if your leader, I want you to think about the times that you're dealing with your direct reports. And if there's more than like two or three of them, it's going to become very important for you to kind of trade out the the short one or two liner analogies in place of stories with full context. And so think about the times you meet with your your direct reports and an how likely you are to use analogies, especially sorts analogies and think about what the the personal interests and motivations are of your people and whether or not those analogies fit with what what interests them and what will motivate them. And sometimes it's really easy to determine you'd okay this. This is not going to work with throw this out, but it's really important to make sure that each one of those people takes out of it, what you're trying to give them that there's no room for interpretation that they know exactly what you're trying to do higher, trying to mobilize your team around a singular cause or a singular goal. And the more context you can give the the longer, the story and the more you can tie it back to what's going on, the less you leave room. Room for that misinterpretation of what you're asking for. And so it becomes very important for you as a leader to switch out those analogies for stories. And I think the more you do that when you're talking with Iraq, reports the, the less likely you are to have people leave a room or a meeting with you thinking. I have no idea what my boss just said, and now I feel like I'm a little lost. Yeah, I think is a great woman. The hack and it's a reminder of, you know, if you, if you reflect on it and think about the stories that you've been told over time and how powerful they were to the point where you only had to be told once and you memorize it, right. If you think of those times when somebody told you a great story and you could almost verbatim say over again, that's just is very, very powerful. And I think it's very helpful in getting teams to ally together and push forward in regards to, you know, working together or execute strategy. That's so true. I mean, we talk about the amount of time that sports analogies are used. And I know I've heard them hundreds and hundreds of times in my career, but yet I can't point out a singular. Instance of it. I can't point out a singular time that it was used because they weren't memorable. And that that should say it right there. They weren't memorable, which means they didn't cause me to do anything. The stories were memorable. Yup, completely agree. And with that, it brings us to the end of this episode. This is hacking your leadership of Lorenzo. I'm Chris and we'll talk to you all next time.
Hacking Your Leadership