Too often I hear a manager complaining about a direct report as if its a performance problem. My first question: what have you done to get to know who's behind the output? This was a great reminder that we have to remain people-first always. When we lead with relationships, the output follows.
Kaleigh, I really like the shift from managing the agenda to understanding the person. The best 1:1s aren't status meetings, they're opportunities to build trust. I've found that when leaders begin with curiosity instead of updates, the technical issues often become easier to solve because people are more willing to share what's actually getting in the way. Sometimes the most productive meeting starts by setting the agenda aside.
Thank you for this thoughtful feedback, Dr. Burgess! I loved how you framed this as beginning with curiosity ☺️ and you’re absolutely right that it’s a great trust building strategy. I appreciate you!
Too often I hear a manager complaining about a direct report as if its a performance problem. My first question: what have you done to get to know who's behind the output? This was a great reminder that we have to remain people-first always. When we lead with relationships, the output follows.
💯 agree, Brittany! We need stickers with “lead with relationships, output follows” on them 🙌🏻
Kaleigh, I really like the shift from managing the agenda to understanding the person. The best 1:1s aren't status meetings, they're opportunities to build trust. I've found that when leaders begin with curiosity instead of updates, the technical issues often become easier to solve because people are more willing to share what's actually getting in the way. Sometimes the most productive meeting starts by setting the agenda aside.
Thank you for this thoughtful feedback, Dr. Burgess! I loved how you framed this as beginning with curiosity ☺️ and you’re absolutely right that it’s a great trust building strategy. I appreciate you!