Coaching Conversations

Welcome to Leadership Hill

October 10, 2022 Tim Hagen
Coaching Conversations
Welcome to Leadership Hill
Show Notes Transcript

This podcast teaches  very concept called Leadership Hill. This concept helps leaders become self-aware and take "suggested" actions to ensure performance and happiness among their team members. This episode will reveal very simple coaching techniques that will help drive greater engagement and talent retention.


If this episode intrigues you check out our Coaching Career Conversation Course: Click Here and this comes with Free Access to our 2023 Coaching Summit in Orlando Florida next Year: Click here for more information here is a short informational webinar: 2023 Summit

If this episode intrigues you check out our Coaching Career Conversation Course: Click Here and this comes with Free Access to our 2023 Coaching Summit in Orlando Florida next Year: Click here for more information here is a short informational webinar: 2023 Summit

Speaker 1:

Leadership Hill, What is Leadership Hill? Leadership Hill is a concept of when a leader, when he or she marches up the hill, maybe is at the top of the hill or before the top of the hill and they're about to go into, for lack of better description, battle, they look over their shoulders and they have to see two things in order to know if their leadership is having a positive effect. One, are people following them and two, are they smiling? Now that's a loaded, loaded thing to put on a leader because I think employees have a huge responsibility in their development. I don't think leaders are fully in charge of employees career development, yet a leader has to lead his or her team. They have to provide strategy and guidance and instruction of where they need to go in order to meet performance requirements. At the same time, a leader has the responsibility of understanding one fundamental thing per employee, and that is what motivates them . See, I think we've got this wrong. I think we hire people, we onboard them, we train them, and the onboarding and training is specifically germane to the job. And then all of a sudden the employee starts to think, I want more. Maybe I want a promotion, maybe I wanna do something different. And the employee is really open to trying new things, yet the leader is steadfast on, we've got goals, we've got objectives to meet, and both are true. Both are okay, yet they don't have to be mutually exclusive from one another. Let me explain. So let's say we have an employee who is doing a job for a year and they want to get promoted. We'll make it simple and they wanna get promoted and they want to go into a leadership program, maybe an emerging leader program, and they wanna get to that point where they can really have an opportunity to go to the next level. Now let's say there are two managers with identical situations like this. Manager A has no clue. The employee wants this because they're just steadfast on making sure the team meets its objectives, not a bad attribute. Mind you, manager B has the same conviction to hit the performance requirements, yet also knows that this employee wants to go there and has conversations around career development. Now, which of the two scenarios would have the more motivated, committed employee? Obviously it's manager B. So what happens with Leadership Hill is one, we have to find out if people are following us, are they engaged? Are they marching up that hill and are they smiling? Are they enjoying the journey? See, so often in the entrepreneurial world, we hear this concept all the time. It's not about the destination, it's about the journey. And I think the same can be true of employees. Employees tend to have this for a lack of better description. This misguided notion, I'm gonna join this company and they are responsible for training me, they are responsible for promoting me, they are responsible for career development opportunities. I don't think that's true. See, I think we have to get back to an employee where he or she looks in the mirror and says, Here's where I'm at. Here's where I want to go. Here's what I'm willing to do on my own time to get there. Now you combine that with a manager who understands that motivation. And as a partner in that journey, you are going to have a highly committed workplace organization and culture. So when we onboard, we tend to onboard to the job. We need to onboard to behavioral expectations. We need to train to the job yet also train to communicate upward and share goals, aspirations. That's hard cuz let's be candid, most employees are not gonna offer themselves up to a leader in fear of it might be used against 'em or they might be vulnerable. It might be out of alignment with what my leader's expecting. And if we react as leaders adversely, nobody will march up that hill with us. I wanna share with you a very quick story of a leader that really had a tremendous amount of turnover and he kept complaining about the hiring practice. And in the exit interviews, which I'm not a fan of, but the exit interviews were pretty clear. It was because of his management style. He was a dictator, he was rough on people, he, he pushed people hard and people just didn't like it. Now whether that's fair, unfair that people just left , yet he never looked in the mirror. So the only way a leader can go up that hill, the only way they can go up that hill and look over that shoulder and be honest with themselves, if they are highly self-aware, most are not. Self-awareness is looking in the mirror and saying, It starts with me. What am I doing well, where do I have opportunities to improve and what am I going to do to get there? If a manager does not ask themself those three questions before they point fingers, my suggestion is they lack self-awareness. Nothing can improve without self-awareness. You can't go up to someone and say, Bobby have a crappy attitude. And he says, No, I don't. And he's gonna have a really great career and he is really gonna move up the organizational chart. It's not gonna happen. So when you are a leader and you're going up

Speaker 2:

That hill and it's more of a concept than anything and you stop, ask yourself, Do I know what motivates teach one of my employees following me? Am I helping them get there? Are they smiling? See, we get very caught up in conditions like virtual and hybrid. You should still be able to have a conversation anywhere. You should still be able to ask the question, Where do you wanna end up? What can I do to help you ? It's that simple. 41% of people today, according to the McKinsey organization, are going to leave or are actively seeking to leave their present organization due to a lack of career development. It is such a simple conversation. If you're intrigued, check out the link below this podcast for our Progress Coaching Career Conversation course. It is awesome. It teaches you how to have multiple conversations specific to career development. When you go through the course, you're gonna learn how to go up that hill and know exactly that people are following you and smiling.