There are right and wrong ways to develop an employee who wants to move up. When leaders don't have the ability to move someone up, they often attempt to placate the employee with meaningless responsibilities that ultimately make the employee disengage anyway. But there are right ways to do this too.

Welcome to the Engagement Exchange.

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Our listeners are always sending us questions. And while we try to get to as many as we can during episodes, we have developed a backlog of these questions and will attempt to answer them on the next 6 episodes.

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What's the difference between an excuse and an explanation? It might seem subtle, but taking ownership and responsibility for the feelings of the other person can make all the difference.

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In times of uncertainty, your people want to see confidence from you but they also want to see transparency and vulnerability. Is it possible to be all those things?

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In this engaging conversation, Elizabeth Bieniek discusses her innovative leadership approach as detailed in her book 'Cake on Tuesday.' She emphasizes the importance of fostering a fun and creative culture within teams, the value of healthy disagreement, and the metaphor of 'going outside' to inspire creativity and problem-solving. Elizabeth shares personal anecdotes and practical strategies for leaders to cultivate an environment where diverse opinions are welcomed, and innovation can thrive. In this conversation, Elizabeth Bieniek discusses her experiences in corporate strategy and innovation, emphasizing the importance of strategic hiring, shielding teams from corporate noise, and finding joy in the journey of personal and professional growth. She shares insights on how to approach hiring with a focus on cultural fit and passion, the significance of protecting teams from unnecessary distractions, and the value of learning from every experience.

Links
Cake on Tuesday Book

Lions Guide Academy

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A very real part of leadership is maintaining composure in high-pressure times. What are some keywords or go-to phrases you use to let your people know that you "got this?"

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Are you "always on stage?" Probably. But that doesn't mean you can't (or shouldn't) step off at times. 

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Following up with specific best practices and acions you can take right now if you need help wtiting a great performance review.

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Many leaders have a tendecy to cite the personality traits of their employees on performance reviews rather than the observable behaviors that led to the specific business outcomes being measured. This is both unfair to the employee and it's far less defensible if the employee decides to challenge the review.

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Many organizations are great at the process of holding people accountable. But if they don't have a strong coaching culture to back it up, the accountability will feel unfair and it will lower engagement. 

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