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Rennie Cook is an executive coach, trainer and speaker. He specializes in working with executives who are frustrated with their own performance, or their team’s, and offers leadership, management and team development solutions.


Key Takeaways

  • Worst work environments involve a lack of trust.
  • What stakeholders expect from leaders hasnt changed in 30 years. The #1 expectation is trust.
    • Be competent.
    • Have character.
    • Show others you care for them.
  • Win-Me situations are bad. Look for Win-Win scenarios.
  • In a leadership position when you have functional experience, don’t rely on your expertise but rely on your team’s. The brains around the table are better than the brains at the head of the table.
    • Ideas around the table need to be heard.
    • Nothing of significance in history of world has gotten done by one individual.
    • Open your ears and get team to open their mouths.
    • It’s more fun to celebrate the achievements of the team.
    • How many bad ideas are generated at Google every day?
  • When you are the leader who does not have the functional expertise, be humble but don’t minimize what you bring to the team.
  • Share the ball, allow people on the team to shine.
  • The biggest issue in most organizations is conflict.
    • 30-40% of a manager’s time is dealing with conflict, both internal & external.
    • You can’t get rid of the conflict, you need to be more effective at dealing with conflict.
    • Leaders are readers – reading the people.
  • Wholesale change seldom happens over night.
    • Be patient, trust is built over time.
    • Have private 1:1 conversations with people.
    • Leaders go first. Be vulnerable and talk about you fears.
  • You can grow and develop in a leader, don’t think you don’t have what it takes.


Resources Mentioned




Contact Guest



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Full Transcript with Rennie Cook – You Have What It Takes to be a Great Leader, Here’s How


hello tech pros episode 136 don’t think that you don’t have don’t think that
that’s something you don’t have
and you’ll never be able to have you didn’t come out of your mama’s womb and
excellent programmer for an excellent tech from we can teach you you can learn
how to be a great leader and manager if it’s something you believe that matters
welcome to the podcast where i chat with professionals who are getting the job
done using technology seven days a week each week we start with motivation
monday tuesday is about productivity Wednesday leadership Thursday technology
friday people in communication Saturday entrepreneurship and sunday being
alright let’s get started hello tech pros this is Chad Bostick and I’m excited
to introduce our featured guest today
Rennie Cook happy Wednesday ready I don’t Chad good to see good to hear from
you today
yeah you bet are you ready to lead us through this interview
I’m ready to do my best like an excited to talk to you and your listeners today
awesome we’re glad to have you ready cook is an executive coach trainer and
speaker he specializes in working with executives who are frustrated with her
own performance or the teams and offers leadership management and team
development solutions so ready you are also a friend of Stacy Eads and i love when
we have a guest of guests come on the episode friends of guests come on the
episode because it expands my outreach it expands my network of people that I’m
working with my friends and I love to have you know any friend of Stacy Eads who
is has upped her business by six hundred percent and we talked about that episode
on this or we talked about how she upped her business six hundred percent over a
couple years on an episode here in hella tech pros any person who’s associated
with stacy is definitely a friend of mine
hey stacy is you know one of those unique leaders and executives that just
has a natural gift but at the same time she has the grit and the work ethic to
to do amazing things I you know she the things that’s happening about LaVon
technologies and like you said the growth that she’s helped lead there
is absolutely amazing and and I think she’d be the first to to give credit to
directions first of all amazing ownership the litter do the job that she
was hard to do is the CEO but then she has done a great job of hiring an
amazing team over there LaVon so we have a common acquaintance that is
outstanding and Stacey absolutely first name because my wife’s first name is
Stacy too so I’m very fond of the stacys haha awesome awesome will we loved her
episode in her story that she shared with us that was on a product Tuesday
back in may I don’t have the episode number here with us but it was it was a
few episodes ago so audience if you want to look that up i have it in the show
notes for this episode if you go to hello / 136 the show
notes for this episode will have the link to that episode with Stacey was
called increase your output by six hundred percent and it was just pretty
cool tips that she shared but today is leadership wednesday on hello tech pros
and ready as you know you don’t have to be a manager to be a leader right you
can be a leader in all kinds of different roles whether you’re just a
volunteer at church or or a individual contributor on the team but one of the
things that we always like to learn from learn about is this fact that we’re all
human and we all had these horrible experiences where we’ve worked with a
horrible boss so ready if you could share some a personal story about the
time you work with a most horrible boss now don’t name names you know we don’t
want to throw people under the bus but we want to learn from this example and
see maybe what can we do differently and our leadership style haha well you know
Jedi I’m afraid that if you ask some of the people I worked with in the past
they might have stories for me exactly right
we are all human and we make mistakes and you know I have this horrible boss
experiences you know I think the worst thing that I’ve experienced with bosses
I’ve had in the past is just not being able to trust them
you know the the feeling that you know your boss and you don’t know what your
boss is really going to say about you you don’t know if your boss
is being forthright and truthful and the project and what the exactly objectives
are your bosses and being forthright in their communication and barriers to the
project or dynamics on the team or they’re being manipulative and I think
the absolute worst kind of environment to be in is one where there’s a lack of
trust that doesn’t matter how competent people are it doesn’t matter you know
how great the mission is when I’ve been on teams or I’ve been environment for
trust was low i can tell you that it was just a terrible terrible experience
because you always feel like you’re second-guessing yourself and I loved
Stephen Covey talks about in the speed of Trustee talks about how trust is one
of those things that might make it more profitable because it helps you move
quicker and it speeds of production and communication so yeah I look at the look
at the experiences I’ve had in when Trust was low the leadership experiences
were also very low so ready what do you think causes this lack of trust on the
team right so if we’re not trusting our manager for not trusting our boss it’s
got to be because they’re exhibiting some behaviors that that makes them seem
a little bit untrustworthy
so what do you think is causing that notch and I think that’s a great
question i think you know fundamentally research has shown for 30 years this is
amazing really
internationally a research on what stakeholders expect from their leaders
has not changed in 30 years it’s across industries volunteer organizations it’s
just cross levels of the organization order it CEOs or you know entry-level
positions in 30 years the number one expectation stakeholders have of their
leaders is trust its it is so fundamental and I would are outside I i
communicated to my clients and three ways trust is communicated number 13
being very competent I mean we trust people who are really good at what they
do right between me and step and step and curry you’re going to choose Stephan
curry too
dude that shot instead of me know because he’s really good he’s confident
we trust confidence the confidence alone is doesn’t build trust it’s a it’s a
factor but that’s not the only thing I think the second thing is that you know
you have to have character and there there’s a huge need for people who are
gonna do what they say they’re gonna do people who are going to follow up and
and follow through i think the other side of characters an emotional
character we’ve all had that box with you know we we asked he is the boss in a
good mood and react check with that check with somebody else before we go
and have a conversation with them and we find out they’re not in a good mood and
you know we decide we’re going to dodge them for a few days before we have that
conversation and and just having that that character that I’m this emotional
stability of characters huge so I think confidence i think character and I think
the third thing that builds trust or identifies trust is care i think at the
end of the day there’s that old saying that says you know people don’t care
what you know until they know that you care
we trust people who truly care about us and we’ve all been on teams where it’s
been a win me situation where the leader is all about themselves all about trying
to find out a win for them and we you know no matter how good they are and no
matter if they do what they say they’re going to do those other things we don’t
feel like you know they’re there for us as well they care about us not only
professionally but just personally I think it drops the trumpet jobs what I
call the trust factor but when those three things are in place when there’s
great confidence when there is a great character and when there is great care
for people in that is shown consistently consistently over time the trust of a
leader is going to skyrocket and the trust on the team is gonna skyrocket as
man i love how you broke it down into those three categories the competency
the character and the care carrying about the people on the team if I could
take those in reverse order
man it’s such a breath of fresh air when you’re working for somebody who just
acts like they really truly care about you you know they’re they’re asking
about your home life they’re not trying to get personal they’re not trying to
pick on your
on you’re your life outside of work but they’re just like hey i see that you
that maybe you’re having a bad day is there anything I can do for you what’s
going on you know you you know yeah I know you’re having problems with your
pet you know your dog was second at the vet is everything alright anything i can
do and just that level of care that shows that they’re not just like a
horrible boss or not just a person in another cog in the wheel of the Machine
of business but there an actual human that really cares about you
I mean that that means so much to me personally here’s a simple thing that I
you know I encourage my managers and leaders did to do for a variety of
reasons but it shows care someone sick and they come back to work
you know sometimes our natural sundae glad you’re back to work glad you’re you
know back in your people doing your job now how about caring for them and say
hey do you feel better you are you feeling you know can we do you need
something today are you sure everything’s all right i mean just
caring for people at a basic level this breeds all kinds of trust actually can
actually transform our culture to my absolutely and and care care enough
about the rest of the individuals in the department to say hey if you’re sick
then please for the love of everyone that works here go home and take care of
yourself and get better and don’t spread those Jeremy Roth where me icky icky
stuff around here
absolutely absolutely so okay so you have this experience you’ve worked in
these situations where they didn’t they didn’t show care and maybe the character
was more about them than the team right it was not following up was not
following through didn’t have this emotional character and then the
competency so there are any one of these kind of a bigger deal or a or a more
important attribute in your mind than the others are they all equal
I think they’re all equal i think that uh you know I I think you can look at a
variety of scenarios to where you know someone has great character and you know
they care for you a lot but they just don’t have the competency to be your
financial planner may be right but you know they can have they can have great
competencies as a financial planner and you know
they they care for you personally but you know there’s been some character
flaws that maybe you don’t want to trust your retirement with and then obviously
the last one is sure as well is great great character great great confidence
is a financial planner but then you look at it you’re like you know I just I just
don’t know if at the end of the day they make the best decision just for me or
they skin no skin the books a little bit to make the best decision that’s that’s
for them and so I think all three are important and you know you if you look
at yourself as a leader it’s all about relationships and you can see that there
are areas where you should be
the trusted leader because you don’t have the confidence in that area but
when you look at leading your organization and what you do on a
day-to-day basis character transfers to a variety in every situation your life i
believe caring for people transfers onto a variety of situations in every area of
your life i believe in the one is confidence
I mean there’s areas or I should not be the trusted leader because i’m not very
confident a lot of great i would not be a great account do not trust me as your
text as your taxes cpa person so in those ways i think all three are
important but it’s also very situational because of that confidence factor
well let’s touch on the situation of the the competency situation in an
environment where you know our audience today their technical professionals
right we’ve got database administrators we’ve got server engineers you know
we’ve got software developers we got graphic designers all kinds of people
that that come from this very technical hands-on role
yeah places right and sometimes we move into a leadership role because we’ve had
a high level of competency and a high level of character throughout our career
and we’ve just moved up into that team lead in and then to that leadership
position that manager position and we are extremely highly competent at
actually doing the work but we’re learning leadership and we’re learning
management as we go
and then there are other situations where a person is really competent in
the business like maybe a different Department like from the accounting side
and now is in charge
of this team of you know really smart individual contributors that are doing
more technical stuff but doesn’t have the competency in that area so how can
we work in both of those situations right so as an individual contributor
moving up to at into that leadership role and then as a leader who inherits
or or becomes the leader in charge of other areas where they don’t have that
competency well that’s a big question Chad i think that you know let’s let’s
take the first one for example that you moved up in an organization because of
your functional confidence your great programmer and now your lead programmer
i would i would always challenged when i challenge my clients and is to realize
that the the brains around the table are always better than the brains at the
head of the table and what I mean by that is that collectively we are always
better than we are isolated by ourselves and even though that we come to the to
our position of leadership because we’re highly competent as a programmer and
doesn’t mean that our ideas are valuable still but there’s ideas around the table
that need to be heard your idea that can be strengthened and sharpened by sharing
with the other people around the table and it’s taking time to see that
everyone adds value to the team
nothing of significance in the history of this world and i want you to think
about that in the history of this world nothing of significance has ever been
accomplished by the efforts of one solitary individual it’s always a group
of people coming together then make something happen
so no matter how great your LeBron James and in what he did in the NBA finals he
needed a team around and so for those leaders out there that have grown into a
position of leadership because of their functional confidence you can only take
your team so far by yourself but open up your ears and get them to open up their
mouth and to share their experiences and share their expertise i think you’re
going to take your team a lot further down the road and experienced a lot more
success i think that the second part of that is also more fun you know it’s just
more fun to celebrate the achievements of a team rather than it is to celebrate
individual achievement and then we can look back and say man look what we have
overcome together
look what we’ve achieved together and look at how your idea strengthen my idea
i always make the joke i wonder how many bad ideas they come up with that Google
everyday how me because they’re gonna be plenty of because they’ve got great
ideas but they are taking the chance to have conversations about it to look
ridiculous to look foolish to have someone challenged them because their
leaders are wanting those mines around the table to help them become one of the
most innovative organizations in the world and it’s because those leaders
want those brains around the table to be opened up and those ideas to be shared
that’s what I’d say to the functional leaders just to listen in to bring that
expertise out on the people that are on your team
alright so now let’s take a look at the other leader right so the leader that’s
really good and maybe a different function as they grew up and moved into
leadership and now they are a leader or manager over a function that they don’t
have the expertise in I you know I’ve been in those situations are personally
to where I’ve been moving into positions of leadership across an organization
tour now I’m the vision that I really don’t have a lot of expertise and I
think step number one is to be humble and to to recognize and to admit to the
fact that you know what I have a lot to learn from you guys
I’m interested in what you have to show me and to recognize that there are you
you’re on the learning curve and you expect the people on that steam to be
the experts into into teach you and to show you what’s going on but at the same
time you don’t want to minimize what you bring to the team because leadership and
management and competencies are huge and they bring they helped bring the team
together and so I think the first step is to be humble into then to listen but
at the same time don’t go so far and to say well I really don’t add any value to
team we just get out of your way and let you guys just do what you want to do
individually when I was a great man a great man during a great leader is able
to to learn from these people and figure out how to put the pieces of the jigsaw
puzzle together too great to create a great team
and so that’s what I would tell the person that was the move into a space
where maybe they don’t have the functional expertise you know what
they’re able to do is go in there and learn in and not be cocky and not act
like they know it all because people are going to see through that but also the
same time leverage the expertise they do bring and being a great manager and
being a great leader and bring a team together do great work so and then we
have these situations where you know we are that that functional we have that
high degree of functional competency and we are maybe the spokesperson from the
team right where the where the person on the team that everybody’s looking up to
because either we have the seniority or we have the the specific competency and
now we’ve got this leader who is looking for hey we want the ideas from around
the team and so we’re in this go-between position right where we’re talking to
the manager who doesn’t have the the functional expertise and we’re kind of
speaking on behalf of the team you know around us that’s really looking up for
us what can we do to kind of bridge the gap between the two parties to bridge
the gap between the team and the manager so you’re supervising a team and they
they’re doing great stuff but you’re having trouble communicating those ideas
to management
I here so here’s a great great concept that I i tell people share the ball
share the ball you know one of the things that I always have encouraged
people to do is you know allow allow people on your team to shine this might
be a situation to where there’s an idea there’s a member of your team that was a
great innovative idea and you guys have talked about it as a team and you’ve
developed as a team and now you get ready to go sell sell it to the
management well bring that player along you know and give them the opportunity
to be at the spotlight
you know I’ve never chat I’ve never heard of someone losing their job
because they’re doing too great of a job developing the people around them
I’ve never heard that I’ve never heard this and now you know what we’re gonna
get rid of ready because you know what the people on his team he just continues
to develop them and they’re just doing it and they’re just growing and becoming
better professionals you know I think sometimes we feel like that there’s this
insecurity that we have I I can’t do
and I gotta do that by myself and now bring a team member along so you know
what we’ve been processing this and and working through this and the best person
to really describe this idea to use Joe and let joe and joe have the ball and
support Joe and so I serve Joe in that environment I think that does two things
i think first of all you know those managers they put you in that position
know when you want the expert they put you in the position because they knew
your great leader and by bringing Jo to the table you’re shown great leadership
i said that i think the second thing it does is to that team you’re going to go
back to write wow he’s not a ball hog and you know it as a former basketball
player like I said no one likes to play the ball hawk and I think it’s just
gonna ripen the the environment the culture of innovation and and sharing
the ball and in seeing that were all part of the entertainment during this
together i love that advice for me because you know it from from what I’ve
seen in the past there’s really just kind of three different types of people
in an organization there’s the individual contributors that are
actually doing the work and making things happen then there’s the leaders
of the individual contributors who are making the work happen and then there
are leaders of leaders and so once you get to that position where you are
leaders of leaders you’re just no matter how big the organization is if it’s a
very very you know uh stacks organization with 10,000 levels between
the individual contributors and the CEO of the organization all of the other
middle management in between are just people that are trying to develop other
leaders people who are trying to lead other leaders and have those groups
running effectively so I think that’s very very great advice really is is a
when we’re in that that first year that the supervisor manager position
don’t hog the ball bring the individuals to the table and start developing them
into leaders and once we can develop our individual contributors into leaders as
well then you know what all of a sudden we have magically moved up regardless of
if we have the title or not we have moved up into that next echelons of
leaders who leaders well i think you know let’s go back to the fundamental
conversation we had very beginning about try
first I mean the team you’re leading when you when you’ve behaved and lid in
that manner think about what the what the team things in and how they trust
you in the opposite way to what do you think of Exile senior management now
thinks of how they trust you that you’re not going to come in and try to fake it
but you’re gonna make sure that the experts are bringing the best
information they possibly can to senior management and we love leaders we can
absolutely well I love this conversation and we’re going to continue with some of
the the coaching and leadership that you bring to to CEOs and executives and and
and teams in your coaching and training and speaking experience but first we’re
gonna take a quick break and thank our sponsors this episode of Hello tech pros
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ok we’re back with Lenny Cooke ready cook is an executive coach trainer and
speaker specializes working with with executives were frustrated with her own
performance for the teams and officers leadership management team development
solutions and we’ve been talking to Rennie about you know this this trifecta
of a great boss which is be confident have competency and whatever areas that
you’re working in have character and emotional character to just show that
you know what you have that integrity you’re going to follow through with what
you promise you’re going to back up what you said you’re going to be there for
your team and then the third thing is have that care for the people that are
on the team regardless of if they work for you or they’re just other people in
the in the environment but have that care so that people can understand that
you’re a real live human being who wants to help and not just another cog in the
wheel or not just looking out for yourself so many as you’re in your role
as a as a coach and trainer and speaker
what are some of the biggest stumbling block blocks that you see leaders run
into number one is conflict i mean it is the absolute number one issue the
leaders are dealing with there’s an interesting article from harvard
business review that says thirty to forty percent this is amazing
thirty to forty percent of the managers time has been dealing with conflict and
that can be internal conflict that can be external conflict and conflict is
just it’s just a real issue there can be personality conflicts or you know we can
get into the list of issues or the kinds of conflicts that arise but the one
thing I when i’m working with my leaders and my managers and executives that I
work with is it is that they want to try to get rid of the conflict and that’s
just not gonna happen when you get a group of people have a variety of
interest in a variety of skills and talents and personalities and you know
the list goes on there’s gonna be conflict
the key is how you handle the conflict and if we can make our executives more
effective and that’s what that’s what we worked with our executives to do to make
them more effective in dealing with conflict that conflict actually can be a
for growth for the organization it doesn’t have to be something we’re
scared of if I were to tell you
hey Chad you know what my wife and I this morning got in a fight you would
naturally think that my marriage was in trouble now what matters is how we
resolve that that fight how we resolve that conflict in in how we do it is a
direct reflect on the health of my marriage with Stacy and I didn’t get if
i was Stacey by the way this morning but the my point being is you know how we
handled the conflict is much more important than whether the conflict
exists or not because the conflict is going to get exist and we got to be
comfortable with it so if we’re good at dealing with conflict that’s a catalyst
for growth in our organization can explode our organization can get better
and if I can help my executives deal with conflict more confidently and more
effectively let’s add drop that percentage of time they’re dealing with
conflict and forty percent of their time to twenty percent of the time when I
would I tell them all the time is I just got you back at day a week from forty
percent your time dealing with conflict and have a handle conflict and being in
meetings and trying to interpret communication and all the others jump
that goes with conflict to learning how to deal with conflict straightforward
and effective manner
I’ve been watching back at day a week what are you going to go do with it now
and so conflict is one of those things and and I’ll tell everybody out there
the the trainer or the book or the whatever it is that says here’s the ways
to eliminate conflict in your organization
don’t waste your time on there a natural part of a healthy relationship is
conflict in the most important thing you can do is learn how to deal with
effectively so ready i got to get its to air some dirty laundry on myself here
because I’ve worked in organizations in the past that was it was completely full
of very talented very smart very capable in individuals that had a lot of
introverted personality is a lot of shy personalities and their general honestly
was just not enough conflict in my opinion on the team once somebody
said this is the way with that we should go then everybody either agreed or
passively agreed meaning that just sit there and didn’t say anything and so a
lot of the times to be honest with you I kind of was like a little Hornet on this
team and I would go around just kind of stinging or threatening sting a little
bits and hate your enemy you’re sitting over there awful quiet but the look on
your face looks like maybe you disagree do you have a different opinion and just
you watch until your head boils over in and you start to explode and get a
little frustrated with me calling me out but my goal there was to actually not
not to create conflict right not to cause a situation between two
individuals on the team but to just sometimes we need to have arguments
about the data or arguments about the process right not fights as individuals
not conflicts as two individuals on the team but really have all the opinions
out there and to get everybody’s opinions heard you know I think that’s
exactly right one of the things is you know you alluded this uh it’s not it’s
not when I have a conflict about personalities are not making it personal
or about make it more about it’s about the project
it’s about the problem and we do we can as leaders and managers to make sure
that everyone realizes this isn’t what I’m not attacking Chad attacking the
I’m not attacking Chad um I’m attacking the project here we’re trying to were
all the same team we share this goal to make this is successful we possibly can
so i have to have to open my mail so one of the things that the leaders are
readers like you’re like you’re saying that they read the people and they read
that maybe not in this group meeting but you know I might need to have a little
sidebar conversation with with Rick over here and kind of get his individual
thoughts on this because i have i seen hesitate there a little bit and make it
comfortable for him to give that feedback that’s going to be important to
the project because not everybody’s comfortable with those kind of group
conversations but the leaders are responsible for creating a culture where
that conflict can be done in an appropriate manner to work people know
hey you’re your opinions or matter here we expect you to speak out
we expect and we expect the contrary and voice to be heard
the table and sometimes I’ve seen leaders do this in a is to say everyone
everyone come up with were wrong and everything and now you’re asking people
to put on the contrary in half you’re expecting people to put on the contrary
and hat and I think that sometimes helps as well just building that environment
that culture to work
I’m not attacking Chad Chad Chad our boys chatting are going to go to lunch
and have coffee and are gonna have a barbecue on the weekend but I disagree
with Chad on this problem and that’s we’re going to attack is the problem and
that’s the leaders responsibility to create those environments create those
cultures so in a lot of cultures than a lot of environments
i I’ve seen it where the employees are just shell-shocked right because of
maybe pass leadership past management and that trust is not they’re going way
back to the very beginning of the conversation
the trust is a road on the team because of poor leadership and bad management
before and now we’re in this position him we’re trying to we’re trying to get
that contrarian voice we’re trying to get that little bit of healthy conflict
out there so that we can discuss the problems and first of all just
identified that there are problems and second of all discuss them and come up
with the best solutions so what can we do to maybe rebuild that trust once it’s
been eroded yeah i think you know one of the things I encourage my new executives
and is the wholesale change seldom happens overnight and one of the things
we have to do as leaders is to be patient because sometimes a change does
take some time and unfortunately you can step into an organization to a team that
has been a for lack of a better word you know abused by their former leaders and
beat up and put down and in
you have to as a good executive stepping into those situations you have to be
able to read that situation understand you’re going to have a little patience
you know and that’s why I think it’s effective 22 that direct to remember
that trust is built over time and showing people that you care about him
you know being competent and enjoying your own character i think it’s also
important to have you know
private one-on-one conversations with people not everything is a group and in
and letting people know
that they can speak to their mind to you privately building that relationship
with your team won 2-1 I think sometimes leaders make the mistake is I’m just
leading this group and I’m motivating this group and they’re all led the same
way and they’re all manage the same way and they’re all motivated motivated the
same way if you step into a situation and do that you’re going to lose a lot
of your people because people are motivated in different ways and so one
of the first thing you should do step into that situation is number one be
patient realize transformation takes time and get to know and build a
relationship with your team members on an individual basis and i think that
that’s a powerful move forward as they begin to build trust in you as the
mm absolutely agree they’re ready because actually the funnest part of all
of my leadership jobs has been having those one-on-ones with the individuals
on the team and just getting to know them as people write as individuals and
figure out not just well what their motivators are but what they really care
about right what are the things that they really care about what are the
things that they don’t want you know we get into you know just I i open up with
sharing some stuff about myself sharing about my goals sharing about my
struggles sharing about you know whatever is on my mind and then ask them
to do the same and that so many great things have happened from those
conversations that have maybe say AHA and have these aha moments where when we
go back to like a staff meeting or a group meeting or you know project
meetings then I have a lot more appreciation for the individuals around
the table and then I’m not you know picking on bill because he’s too quiet
or I’m you know always siding with Janice because she has the best ideas
right it allows me to definitely understand the individuals on there on
the on the team where they’re coming from what their concerns are in a safe
private environment and then that have to have those group discussions a lot
more I don’t know just there just seemed to be a lot better after them
I think there’s a couple things that I want to go first of all as as leaders go
you know you talk about vulnerability go first
you know be open and honest
just about what your concerns are and what your dreams are and aspirations and
I think the second thing to talk about his fear fear is a reality that
sometimes we just don’t want to address and in what order the things that you
know maybe your team members are scared of or fearful of and I think you know
another huge huge deal is that the the connotation of being the leader in the
manager it is changing unfortunately because so many people have had bad
leadership and management experiences that you know for a long time you know
people thought all the leader that’s such a great that’s a great person
that’s a great position and sometimes you need to recognize that you’re
stepping into a position where the title of leader is not respected the title of
leader is not trusted the the type of leader may actually have a negative
connotation and that doesn’t have anything to do with you but but you’re
being very naive if you don’t take that into account on how you build your
leadership with that team because the experiences that those team members have
had in the past will have a huge effect on how they relate to you as you step
into your leadership position great stuff great stuff ready
unfortunately we are out of time for this particular episode so before we go
can you share some parting words of wisdom for our audience the best way
that we can connect with you and then we’ll say goodbye
absolutely thanks dad love for you to go by my website I have a website at any
cook com
that’s our en nie COK any cook calm as my personal blog website and then if
your check out my business its triumph triumph is T riu mph hyphen
gives you great great a kind of run down at the different things
our company is able to do in the world of management leadership and team
development in our hotel on all my friends out there is that you know just
like your able to grow in your technical expertise you can grow in and develop
and become a great manager and leader and don’t think that you don’t have it
don’t think that’s
thing you don’t have and you’ll never be able to have you didn’t come out of your
mama’s womb and excellent programmer or an excellent tektro we can teach you you
can learn how to be a great leader and manager at it if it’s something you
believe that matters
many thank you so much for joining me on hello typos today I really value your
leadership and your inspiration and and just your explanation of some of the
some of the things that we can get wrong or overlooked I really value that thanks
so much for coming on the show Jack it has been an honor thanks for inviting me
you bet tech pros man just if if you’re in this position where you have thought
in the past that leadership sucks
it is not for you you don’t ever want to be there it can suck it can be the
hardest job I in the world but it can also be one of the most fulfilling jobs
in the world to my personal experiences you guys know if you listen to this
podcast before is I was always that tech pro who just wanted to hide behind the
keyboard hide behind the monitor and not go to any of the meetings not go to any
of it do any of the management work honestly absolutely going back to what a
big thing that Rennie said is because I was afraid of the conflict because
anytime i saw conflict in my mind that was bad and let me tell you some
conflict can be healthy
it can be great it can be that that that thing that helps you grow and it can
help a team grow so if you’re afraid of the conflict then maybe let’s talk about
it come to my slack channel let me know what you’re struggling with and and we
can discuss it go to hell attack / slack and that’s where my
some of my guests and some of my audience members and me and some of my
buddies hang out and talk about all this kind of stuff all day long
thanks to Rennie Cook for joining me on hello tech pros and thank you for
joining us at on hello tech pros as well
audience members you been listening to really cook and I’m Chad Bostick and
until next time take care the show notes page for this episode can be found at
hello tech / 136 do you use slack for team communication
join the hello tech pros lack channel at hello tech / slack if you
enjoyed this episode please leave a review
subscribe to this channel and check back tomorrow
this has been leadership wednesday but tomorrow my featured guest and I talked
about technology on Friday people in communication Saturday entrepreneurship
sunday being unplugged and the next week we kick it off with motivation Monday
followed by tuesday productivity and then we’re back again on Wednesday to
discuss leadership and i’ll talk to you tomorrow

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