Hammering leadership gold into your head. Listen to this over and over.
Red work = execution. Blue work = strategic or learning
Getting your team to see you as a servant leader.
Your objective is first to be heard with your boss.
The bias for action, vs. doing it all yourself, which can be so tempting.
The leader has to set intent clearly, then offer structures to help the team. Then to listen to the team through their brains, not the leader's.
Unsafe environments lead to people withholding their brains.
How he started in the Navy.
How to help people do leadership pushups.
if you want your team to perform well. Making environments safe to talk, dissent.
The leaders have to know the capabilities of their people who help guide the training and tune the level of control.
Stop teams avoiding errors, and lead them towards excellence.
"You haven't done jack" if it's only about posters and speeches.
stopping the know all tell all leader
Flipping in upside down from leaders leaning into those below, to those below leaning into the leaders.
Staying silent to get people thinking. "What would you do if I wasn't here?"
Give people a choice on moving up the ladder.
Which people are with you, and which aren't.
Let people own the decision even if you know better.
By being quiet you create the space for your team to innovate and take decisions. Creating thinking minds vs. moving hands.
Take this away and give people back their jobs. If you want to know what's going on, go and see your team, or have them lean into you.
Addiction to owning someone else's job, because you know it all, or are too afraid they'll screw up.
When you own someone else's job, or track their actions.
Empowerment means nothing. What would it look and sound like in the office? That's empowerment.
With competence and clarity comes responsibility and ownership. If the leader stops being the Idea Fairy and giving orders.
When people what you to tell them what to do. If they can't provide a way forward, explore is it their lack of competence, clarity or motivation?
You have to have a mechanism for your people to give you feedback on your behavior.
The story of one agreement turning into the fully flowing ownership seen on the ship by Stephen Covey.
keeping a journal will let you get into the depths of the think that was bothering the most, or think that went well for the week.
You can only give away control when people are clear on the intent of the org, there's a structure, and people are competent.
Listen first, don't be the idea fairy. First seek to understand, then to be understood.
Work on the problem definition first.
Vulnerable leaders who don't know everything vs. command and control know all tell all leaders.
Reference to project Aristotle by Google.
The classical leader makes it all about themself.
He goes on to say it started him thinking on how to be a different leader. He didn't come up with the idea, he was forced.
Meetings should be inviting, rather like a dinner party.
You can do this when you feel the team is ready for it. But keep inviting them up the ownership ladder.
Marquet explains his disastrous time on the USS Will Rogers when he created chaos by giving away control to people too quickly.
Unless you want to be solving their problems for the next 1000 years, this is what you need to do.
Leaders don't make the company all about them. If they leave, the company continues to thrive.
When great leaders are comfortable not giving orders this is a sign of the state of your organization. High trust, predictable delivery.
stop giving orders vs. expecting people to tell you when your orders stink.
Have everyone come to you for ideas and decisions.
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