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21: The Partner Leader
This season we are starting episodes with deep breaths and leaving all of the self-judgment at the door.
In this episode, we dig into what it means to be a partner leader. I propose 7 different pieces of evidence of a non-partner leader for you to reflect on and leave you with TWO ideas to create a deeper, more trustful relationship with your people.
Just in case you want to reflect more deeply on the pieces of evidence you can find them below. Allow this list to challenge you:
Feedback loops do not exist. There is no way for teams to provide honest feedback to leadership without threat or fear of retaliation.
You make decisions without consulting anyone OR you are only consulting other leaders at the same level as you.
You find it very difficult to delegate, you are a leader that is still doing tasks that make no sense for your role.
It feels difficult for team members to take on responsibility. When you ask, there are crickets or you have to force people to take on tasks- people are not jumping up and down to take on new work.
People don’t share creative, new ideas with you often.
You yourself are burnout from how much work you’re doing.
You manage all creative thought work in your company – all other team members are task doers vs. thinkers
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By Melissa SherryThis season we are starting episodes with deep breaths and leaving all of the self-judgment at the door.
In this episode, we dig into what it means to be a partner leader. I propose 7 different pieces of evidence of a non-partner leader for you to reflect on and leave you with TWO ideas to create a deeper, more trustful relationship with your people.
Just in case you want to reflect more deeply on the pieces of evidence you can find them below. Allow this list to challenge you:
Feedback loops do not exist. There is no way for teams to provide honest feedback to leadership without threat or fear of retaliation.
You make decisions without consulting anyone OR you are only consulting other leaders at the same level as you.
You find it very difficult to delegate, you are a leader that is still doing tasks that make no sense for your role.
It feels difficult for team members to take on responsibility. When you ask, there are crickets or you have to force people to take on tasks- people are not jumping up and down to take on new work.
People don’t share creative, new ideas with you often.
You yourself are burnout from how much work you’re doing.
You manage all creative thought work in your company – all other team members are task doers vs. thinkers