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“One bit of advice: Do what only you can do.”
A short morning workout thread
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How many times have you heard this bit of sound advice?
A short morning workout thread
How many times have you heard this bit of sound advice?
If you’re going to give that advice, you better follow it. https://abs.twimg.com/emoji/v2/... draggable="false" alt="🛑" title="Stoppzeichen" aria-label="Emoji: Stoppzeichen">
There are certain things leaders more senior to me can do that I can’t because of training, experience, and knowledge. This is true for all of us.
Part of my job is to do my job so they don’t have to.
There are certain things leaders more senior to me can do that I can’t because of training, experience, and knowledge. This is true for all of us.
Part of my job is to do my job so they don’t have to.
GEN Miller, in his @FTGNotebook podcast with @jbyerly81, talks about the difference between important and interesting.
Interesting is usually more fun and in our experiential wheelhouse.
And it typically distracts from the important. https://open.spotify.com/episode/3pIW954bH94b0QIFmXju8d?si=6IKXMDPORUCH5CCWxGBtyg">https://open.spotify.com/episode/3...
Interesting is usually more fun and in our experiential wheelhouse.
And it typically distracts from the important. https://open.spotify.com/episode/3pIW954bH94b0QIFmXju8d?si=6IKXMDPORUCH5CCWxGBtyg">https://open.spotify.com/episode/3...
As leaders we need to be cognizant of the times we gravitate to the interesting because it’s fun, exciting, or “easy wins.”
Are we disempowering the person tasked originally to do that job? Are we cheating them the opportunity to try and succeed or try, fail, and learn from it?
Are we disempowering the person tasked originally to do that job? Are we cheating them the opportunity to try and succeed or try, fail, and learn from it?
Though unintentionally (intent doesn’t set mine impact but that’s a whole other https://abs.twimg.com/emoji/v2/... draggable="false" alt="🧵" title="Thread" aria-label="Emoji: Thread">) we are programming passivity or inactivity and crushing initiative.
Because next time this problem or task comes up who do you think everyone expects to do it?
Because next time this problem or task comes up who do you think everyone expects to do it?
Think of how it comes across to the person who was going to do the task -
- does my boss think I can’t?
- does my boss not trust me?
- am I incompetent?
- did I do something wrong?
Welcome to passive gaslighting. Just because you don’t mean to doesn’t mean you’re not.
- does my boss think I can’t?
- does my boss not trust me?
- am I incompetent?
- did I do something wrong?
Welcome to passive gaslighting. Just because you don’t mean to doesn’t mean you’re not.
Not only are we taking away opportunities, we are wasting time where we should be focusing on the important - those things only we can do.
If you choose to keep the task yourself that others can do, do you keep it because:
Next time this comes up, consider the reasons it’s enticing to keep the task yourself. And then walk away from it.
It’ll give an opportunity for someone else to learn, you an opportunity to teach, and overall improve the organization.
It’ll give an opportunity for someone else to learn, you an opportunity to teach, and overall improve the organization.
