. Want vs. Don't Want

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

When you had to explain what you wanted to another person, what you don't want or what you want. But what we want to do going forward is we want to do both.

So I would like when we start our meeting today for everyone to have lunch before we get going. But what I don't want is I don't want lunch to go past 1 o'clock. Now you at least have guardrails, you have some measure of expectation.

So think of a time when you have to explain something to somebody else,something you want, you know, whether it's on your team or if you can't think of anything, even personally, write down what you want and what you don't want from that situation. Write down what you want and write down what you don't want from the situation.

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From High Directive to High Supportive

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

Now we get started, right? We go up to where it says coaching. We're still high directed, but now we're high supported as well. So they get started, you're still directing their activities, but just capture this in the top right hand corner, you're looking to catch them doing things right. You're looking to catch them doing things right.

That's opposite. What's that? That's opposite. Yeah, yeah, you're not looking for the wrong yet, you're looking for the right.Because your team will perform on what they've gotten right, not what they're continuously getting wrong. Remember, everybody knows when they got something wrong. Right? You know, you screw something up, we all know, like, oh man, that didn't go over very well. But we don't always know when we're getting it right. Like, is that what you were expecting, right? So you gotta catch them doing things right.

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Low Supportive Behavior

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

In the beginning, they're gonna say, all right, I'm in, I get it, just like today's meeting.

All right, I get the idea, we wanna be a team, but we've never been a team like this before, so tell us what being a good team looks like. So we're gonna be very high directive in the beginning, and we're gonna have low supportive behavior. It doesn't mean we're not gonna be supportive, it just means we're being directive first.

It's kind of, you know, I've made the decision, here's how we're going, right? Like the agenda, I'm being directive about the agenda. If it's anything against you guys, but you hired me to put together an agenda, I did it, right? Took in the input from Rob and Rich, what do we want this meeting to be all about? And then I decided what we're working on, right? Okay, good.

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The Leader Decides

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

Now the leader decides, that doesn't mean you're not gonna take in some feedback and put from the team, you may wanna do that.

If there's a project you're about to do with your team, you may say, here's the project, here's the scope of work, here are some of the things, the challenges we're looking at. Anybody have any ideas or you wanna share any thoughts? You gather those thoughts, but the leader decides. Thank you everybody, here's what we're doing.

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Managers Need to Be Instructive First

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

Direction going in there. Carl, say this, don't say that. These are all of your non-negotiables and these are all your stuff that are off-limits. I would lean more towards this, because you're going to say that. Convert it into these words.

I needed direction. I didn't get that direction. I got support in the beginning. And that's where a lot of managers will tend to go first. They'll say, they'll go to their team and what you'll do is you'll compliment them on the things that they're doing really well. You might give them a little bit of coaching on some things that you thought they could do better.

That's support. What we need to establish with our team is, what does right look like? They're not sure. So here is where we need to be instructive, not descriptive.

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Directive and Supportive

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

It's a little counterintuitive because you say, all right, we want to be better managers and we want to get more done through other people.

And the first thing we're going to do according to this is become a dictator, right? And so familiar, get used to the initials. I'll use them a lot in this sequence. It's D-S, D-S, D-S.

In other words, when you are working with your team, you want to be directive in the beginning and then supportive. And when you go through that cycle, you're going to be directive again and then supportive again and then directive again and then supportive again.

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Hi everyone, Carl Gould here with your #70secondCEO. For non-confrontation and harmony all the time. That's what we're going for, right? If you have an idea or you see something that's wrong, you speak up.

As long as we're doing it in an environment of trust and respect and mutual respect for the other person, and hearing them out, right? You can disagree without being disagreeable, right? But we're, just to be clear, we're not going for harmony, right, in the business. Because that's not a business that will grow. A business has to have a little bit of edge to it.

It's got to have a little bit of swagger to it. And that is the sign of a good healthy culture. Conversely, harmony can lead to really good culture.

But it often sacrifices accountability. And so we just want to find the balance.

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