September 9, 2025 • 15 mins
Trust is the currency of leadership. Learn how to rebuild it after layoffs or transitions, spot early warning signs of erosion, and apply feedback framework to strengthen team connection and performance. In this episode I discuss
- A real story of transforming a fractured high-performing team
- The feedback framework for trust-centered feedback
- Subtle signs your team’s trust is slipping, and how to address them
Jill Griffin, host of The Career Refresh, delivers expert guidance on workplace challenges and career transitions. Jill leverages her experience working for the world's top brands like Coca-Cola, Microsoft, Hilton Hotels, and Martha Stewart to address leadership, burnout, team dynamics, and the 4Ps (perfectionism, people-pleasing, procrastination, and personalities).
Visit JillGriffinCoaching.com for more details on:
- Book a 1:1 Career Strategy and Executive Coaching HERE
- Build a Leadership Identity That Earns Trust and Delivers Results.
- Gallup CliftonStrengths Corporate Workshops to build a strengths-based culture
- Team Dynamics training to increase retention, communication, goal setting, and effective decision-making
- Keynote Speaking
- Grab a personal Resume Refresh with Jill Griffin HERE
Follow @JillGriffinOffical on Instagram for daily inspiration
Connect with and follow Jill on LinkedIn
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey there, I'm Jill Griffin, strategist and
executive coach.
I've spent the last 15 yearshelping individuals and their
team achieve personal goals andteam-based performance.
This is the place where you getactionable insights on how to
keep your career fresh, how toreinvent yourself and your team,
and to create the workplace tosuccess right.
Let's create workplaces thatwork for everyone.
(00:21):
So let's dig in to today's show.
Whether you're leading a teamthat's remote, hybrid or
anywhere in between, if you'releading a team and you're
stepping into an organizationbecause there's been a reorg and
(00:41):
you're there to settle what'shappening next, or you've been
rotated onto a new team, trustis the currency that is going to
determine how you lead.
And again, there are leaders atall levels of the organization.
Entry-level people are leaders,as much as the new hire, as
much as the person with thetitle at the top of the org
chart right.
Everything ends up being aroundleadership and trust.
(01:05):
So in stable times, there'sthis idea that what is truth
becomes the essential right.
It's a non-negotiable.
If people don't trust eachother, collaboration lacks.
You're going to have people notbeing willing to share ideas
and feelings and feedback.
They're not going to take risksbecause taking a risk might
mean sharp elbows or that theyget outed at one point and I
(01:28):
once worked on a team where itwas some of the most brilliant
people I ever had the chance towork with, but because of
various let's call it leadingindicators in the market and
within the internal organization, these really sharp, really
talented, very capable people,it was spicy, my friend.
(01:48):
It was a lot of restructuringand we're talking, you know,
hundreds of thousands ofemployees, right?
So there was a lot ofrestructuring.
There was a lot of you didn'tknow where you were going to be
next and while this team washighly capable and functioning,
you could start to see thatthose fractures of that constant
restructuring without clarityof messaging, clear
(02:10):
communication and then trust,things are starting to crack.
I feel like clients could evensense it and our external
partners could sense it.
They would say things likewhat's going on over there?
The vibe feels different, right?
So that also means like ourbehavior was leaky and getting
externally.
So here's what happened.
One of our senior leaders sateverybody down, they brought us
(02:32):
into a conference room and theysaid all right, we're getting it
out today.
And everyone was a little bitshifty-eyed like what are we
talking about?
Ooh me, right, there was alittle bit of what are we
talking about?
I'm not really clear.
And this leader went first andthey said here's what I'm seeing
, here's how I'm contributing tothis and, as a result of this,
this is what I'm going to stopdoing, this is what I'm going to
(02:53):
start doing and this is whatI'm going to continue doing.
And when they stopped speaking,they said who's next?
And you could see people atfirst were a little nervous,
either because they have noself-awareness which is
hilarious in many ways, right orit's because they were like oh
shoot, am I going to say thequiet part out loud?
And, little by little,everybody went around the table,
(03:13):
including myself, and said hey,here's what I'm accountable for
, here's what I can do better at, here's what my commitment is
to you and here's what I can dobetter at, here's what my
commitment is to you and here'swhat I promise.
It's also brings me up tovarious workshops that I've done
around team dynamics, where Ido this exercise about how to
communicate to me best, whenyou're going to get the best out
of me, when you're going to getthe worst out of me, and what I
(03:35):
commit to you.
And also here is signs that youcould notice when I'm starting
to feel overwhelmed and no, thatis not your responsibility as a
leader, but I would argue it'syour responsibility as a human.
If I start to see that mycolleague's a little bit
overwhelmed and they're gettingspun out a little bit, don't I
want someone to help me?
Don't I want to live in a worldthat's not just about
(03:56):
competition but it's aboutcollaboration and taking care of
each other.
I mean, that's the world thatI'm shooting to live for, which
is why I do this work.
So when you understand that forme, like I might stop talking,
I might get a little withdrawn,my body language and my posture
might change.
If I'm letting you know thatnow, then, as my manager or my
(04:18):
peer, you can start to thencheck in with me and be like how
you doing, jill, you doing okay, and I might you know.
It doesn't mean I need to, like, as I always say, put my small
intestines on the table.
It doesn't mean that I need toexpose everything that's going
on, perhaps in my personal lives.
Right, I'm hearing more andmore people balancing the
challenging of aging parentswhile they're also raising
children and they're justfeeling the squeeze right.
(04:38):
These are also the leaders thatare on the front lines often
dealing with this level ofdigital transformation and the
impact of AI.
It's a lot, everythingeverywhere all at once.
So where can we give each otherspace and grace through this?
Where can we find a place where, if we're saying to each other,
listen, if I start getting likethis, you'll notice that I'm
getting overwhelmed and I mightnot see it for the first second.
(04:59):
So here's what I need from youI just need you to not snap back
at me.
Maybe give me a breather, maybesay you know what?
Let's go take a walk, let's getcoffee, right.
Those are the kinds of thingsthat we're talking about.
When you show that level ofvulnerability and you're in an
environment there's nothing youcan say about me then that I
haven't already acknowledged inmyself.
I know that that's the way whenI get stressed and all frothy
(05:23):
and whipped up, that that's theway I behave.
But if we're offering that toeach other and we're putting the
best intention, aren't westarting to build trust?
This is where people start togive constructive feedback, have
real conversations.
In that team specifically, in avery few short weeks of time,
trust was starting to rebuild.
You could even hear laughter inthe hallways.
(05:45):
People were starting to havefun again, enjoying their work.
Yes, it's hard.
This is work, it's not, it'snot playtime.
But can't we have fun?
Can't we have a good time?
Can't we have a couple oflaughs with our colleagues while
we're getting it done?
No-transcript, be specific.
(06:31):
It is making sure that it'sactionable.
Those are the two A's.
Aim, it make it actionable.
The second two A's areappreciated I'm going to come
back to that because I know youhave thoughts.
And then the fourth A is toaccept it or discard it.
So the appreciate it.
If we want to create a culturewith better team dynamics, then
(06:51):
getting the constructivefeedback in a way that is
forwarding and it's not harmful,it is not jerkish, right,
that's what we want to bestriving for, that we're getting
feedback, that you know what.
Someone was able to slow downand say, hey, jill.
The next time we do somethinglike this, I think it would be
really more effective if youtouched on X, y and Z, because I
(07:13):
noticed that in the room peopleseem to be asking a lot of
questions and are confused.
Right, that is specific.
It's to me.
It's telling me what to do andit's telling me why.
Confused, right.
That is specific.
It's to me.
It's telling me what to do andit's telling me why.
And it's actionable.
It's telling me what to do nexttime.
I have the choice, with myprofessional leadership and my
professional identity, to acceptand appreciate that.
When I say accept, I don't meanyou're right, I'm wrong.
(07:37):
I have to do it that way.
I appreciate it by saying, okay, I appreciate the feedback and
there's probably some truththere.
The accept or discard.
If it's in the language that Ijust gave you, I can accept that
and implement that in thefuture.
If it's language that reallyreads more like you're not doing
it, like me, therefore, I wantyou to do it differently.
(07:58):
That might be the feedback youdiscard.
But let me be clear If you'regiving a directive to somebody
and it's in a hierarchy and thisis a non-negotiable well you
need to do it.
But there are some times wherethe feedback is a little squishy
, so you get to again accept ordiscard that.
But if you're following thefour rules and you're aiming and
(08:19):
making it actionable, itwouldn't be squishy.
So if you're on a team that'sable to rebuild and think of
themselves this way and actuallystarting to have that all about
you right, or if we're doingour pronouns, it's all about me.
Old school leadership means thatI need to make sure that it's
(08:55):
about my credibility, myreputational risk, my mission,
my vision, my, my, my, my right.
I'm an opposite, me, me, me, me, me, me, me, aye, aye, aye, aye
, aye, aye right.
We want to get out of that oldschool style of leadership.
Modern leadership is wherewe're creating capacity for
others to get the job done.
It's making sure that workworks for the people on the team
(09:17):
.
And how are you customizing yourmessages so that people can
hear you, so that people canhear you?
What's happening very oftenright now is no one is hearing
each other over theirfrustration and anger.
So, while you may be an expertcommunicator, when you get
frothy, when you get hungry,angry, lonely, tired, I call it
halt.
Sometimes your communicationcan be really hard to understand
(09:37):
.
So, as a leader, if my job isto create the capacity for
others and I have someone on myteam who loves to have the
casual drive-by but then lovesto have a follow-up in writing,
is it that big of a deal for meif I follow up with them in
writing or suggest to them thatthey write the notes and send
them back to me and I'll quicklyeyeball them to make sure that
(10:00):
we're on the same page.
I'm not saying you have to dothese things.
I'm saying this is how youbuild modern leadership.
This is how you move a teamforward to create the goals or
to achieve the goals that areset in front of you, moving from
the me to what's best for theteam.
How are we moving peopleforward so that we can achieve
(10:23):
together?
Is the modern leadership thatis going to build trust in an
organization?
When you have come throughlayoffs, making sure that you
are listening for tone, thepassive, aggressive, looking for
cues, looking for interactions,feeling the way people are
expressing themselves.
Are they holding their neck alot?
Are they playing with hair?
Are they doing that shaky thingwith the leg?
(10:44):
Those are the kinds of cues.
I'm not telling you to callanyone out on it.
I'm saying look for the cuesand then check in with those
people individually and say likehow'd you think today went
Right?
We want to remove questionslike did you or do you?
We want to say tell me what youheard in today's meeting, tell
me more.
What did you hear?
(11:05):
What might you implement aftertoday's meeting?
Give them an opportunity tochat.
Those might just be behaviorsthat they do, or it might be
because they were anxious andstressed based on what you were
saying, or they couldn'tunderstand, and it's a moment
for you, as a leader, to checkin with them.
Right, your leadership needs tobe personal to yourself, but
you need to also make sure thatit is not self-centered.
(11:29):
From people.
Was that no one trusted her?
Was that they trusted her data,the ability to be a subject
matter expert in her job, butthey didn't trust her as a
(11:51):
person and she was gettingfeedback that people didn't want
to work for her, and a lot ofher mentality was well, I'm in
charge.
And a lot of her mentality waswell, I'm in charge, so get in
line and do it.
When I was at your level, whenI was at your age, I had to do
it this way, so you can suck itup and do it too.
(12:12):
That was a lot of, even if shewasn't saying those words thanks
goodness but that was a lot ofher tone and sentiment that was
coming out and that becomesreally obvious to people.
So, under the surface, she wasanxious, she was defensive, she
was afraid, she wanted to beseen as confident, but she kept
stepping on it.
So we built a frameworktogether where she was working
(12:33):
around trust pillars,reliability, relatability,
accountability, integrity,finding ways to be nonjudgmental
and then often finding ways tobe in reciprocity.
How can she help others andtherefore, they may help her.
Guess what?
Her team over time.
It took about 90 days, threemonths or so, but people started
(12:57):
to soften.
She was softening, people weretrusting her performance had
improved and she was reallyshowing up in a different way.
So, as a leader and again we areall leaders, regardless of our
title the ways that, afterlayoffs or restructuring, to be
witnessing your teams and seeingif any of these behaviors are
(13:18):
happening, that people arementally checked out on Zoom
meetings or in face-to-facemeetings, that people may be
sort of feeling chaotic orthey're using a lot of buzzwords
and no one really knows whatthey're talking about.
They may keep their camera offin meetings.
You're on your phone, you'rescrolling, you're half listening
(13:40):
, you may interrupt, dismiss,eye roll, sigh, all of those
kinds of signals, of signalsYou're chasing the limelight or
someone's chasing the limelight.
They're chasing significance,and the way you create
significance is you makesomebody else significant.
It's also a reciprocal traitwhen I shine the light on you
and say how great of a work jobyou're doing, that person now
(14:04):
realizes that Jill is noticingthem and I'm significant to them
.
The way you create significanceis you give it away and you
focus on somebody else.
So these types of patterns arethings that I want you to be
aware of, both in your ownbehavior and in others.
And again, we are not callingpeople out in public, but we are
checking with people and seeinghow we're doing, Because those
types, if you're missing thosepatterns, you're going to be
(14:25):
missing and there's a blind spotwith you leading your team and
what's going on with your peers.
So listen, if you've justweathered a layoff and you're
now in a newly strugglingenvironment or you're leading in
a newly structured environment,I want you to remember this
that trust is not just like niceto have.
I frankly hate the word nice.
It feels very performative tome but it is about the
(14:46):
foundation that makes thecollaboration, the feedback and
overall performance possible.
It doesn't happen by itself andyou need to make sure that
you're taking awareness, you'rebeing aware, you're taking
action and, where possible,you're having honest
conversations that feelsupportive and asking people and
checking in to where they are.
You do not need to be perfectin this, you just need to be
(15:09):
consistent.
All right, all right, before Igo, I always want to know how
are you getting your support?
Who are you getting yourcoaching from?
If I can help, you, see theshow notes, see what we can do
together, both individually andyour teams.
So, friends, find ways to buildtrust, build relation, relation
, relatable strengths.
Right, be intentional andalways, always, always, be kind.
(15:31):
All right.
Hey there, I'm Jill Griffin, strategist and
executive coach.
I've spent the last 15 yearshelping individuals and their
team achieve personal goals andteam-based performance.
This is the place where you getactionable insights on how to
keep your career fresh, how toreinvent yourself and your team,
and to create the workplace tosuccess right.
Let's create workplaces thatwork for everyone.
(00:21):
So let's dig in to today's show.
Whether you're leading a teamthat's remote, hybrid or
anywhere in between, if you'releading a team and you're
stepping into an organizationbecause there's been a reorg and
(00:41):
you're there to settle what'shappening next, or you've been
rotated onto a new team, trustis the currency that is going to
determine how you lead.
And again, there are leaders atall levels of the organization.
Entry-level people are leaders,as much as the new hire, as
much as the person with thetitle at the top of the org
chart right.
Everything ends up being aroundleadership and trust.
(01:05):
So in stable times, there'sthis idea that what is truth
becomes the essential right.
It's a non-negotiable.
If people don't trust eachother, collaboration lacks.
You're going to have people notbeing willing to share ideas
and feelings and feedback.
They're not going to take risksbecause taking a risk might
mean sharp elbows or that theyget outed at one point and I
(01:28):
once worked on a team where itwas some of the most brilliant
people I ever had the chance towork with, but because of
various let's call it leadingindicators in the market and
within the internal organization, these really sharp, really
talented, very capable people,it was spicy, my friend.
(01:48):
It was a lot of restructuringand we're talking, you know,
hundreds of thousands ofemployees, right?
So there was a lot ofrestructuring.
There was a lot of you didn'tknow where you were going to be
next and while this team washighly capable and functioning,
you could start to see thatthose fractures of that constant
restructuring without clarityof messaging, clear
(02:10):
communication and then trust,things are starting to crack.
I feel like clients could evensense it and our external
partners could sense it.
They would say things likewhat's going on over there?
The vibe feels different, right?
So that also means like ourbehavior was leaky and getting
externally.
So here's what happened.
One of our senior leaders sateverybody down, they brought us
(02:32):
into a conference room and theysaid all right, we're getting it
out today.
And everyone was a little bitshifty-eyed like what are we
talking about?
Ooh me, right, there was alittle bit of what are we
talking about?
I'm not really clear.
And this leader went first andthey said here's what I'm seeing
, here's how I'm contributing tothis and, as a result of this,
this is what I'm going to stopdoing, this is what I'm going to
(02:53):
start doing and this is whatI'm going to continue doing.
And when they stopped speaking,they said who's next?
And you could see people atfirst were a little nervous,
either because they have noself-awareness which is
hilarious in many ways, right orit's because they were like oh
shoot, am I going to say thequiet part out loud?
And, little by little,everybody went around the table,
(03:13):
including myself, and said hey,here's what I'm accountable for
, here's what I can do better at, here's what my commitment is
to you and here's what I can dobetter at, here's what my
commitment is to you and here'swhat I promise.
It's also brings me up tovarious workshops that I've done
around team dynamics, where Ido this exercise about how to
communicate to me best, whenyou're going to get the best out
of me, when you're going to getthe worst out of me, and what I
(03:35):
commit to you.
And also here is signs that youcould notice when I'm starting
to feel overwhelmed and no, thatis not your responsibility as a
leader, but I would argue it'syour responsibility as a human.
If I start to see that mycolleague's a little bit
overwhelmed and they're gettingspun out a little bit, don't I
want someone to help me?
Don't I want to live in a worldthat's not just about
(03:56):
competition but it's aboutcollaboration and taking care of
each other.
I mean, that's the world thatI'm shooting to live for, which
is why I do this work.
So when you understand that forme, like I might stop talking,
I might get a little withdrawn,my body language and my posture
might change.
If I'm letting you know thatnow, then, as my manager or my
(04:18):
peer, you can start to thencheck in with me and be like how
you doing, jill, you doing okay, and I might you know.
It doesn't mean I need to, like, as I always say, put my small
intestines on the table.
It doesn't mean that I need toexpose everything that's going
on, perhaps in my personal lives.
Right, I'm hearing more andmore people balancing the
challenging of aging parentswhile they're also raising
children and they're justfeeling the squeeze right.
(04:38):
These are also the leaders thatare on the front lines often
dealing with this level ofdigital transformation and the
impact of AI.
It's a lot, everythingeverywhere all at once.
So where can we give each otherspace and grace through this?
Where can we find a place where, if we're saying to each other,
listen, if I start getting likethis, you'll notice that I'm
getting overwhelmed and I mightnot see it for the first second.
(04:59):
So here's what I need from youI just need you to not snap back
at me.
Maybe give me a breather, maybesay you know what?
Let's go take a walk, let's getcoffee, right.
Those are the kinds of thingsthat we're talking about.
When you show that level ofvulnerability and you're in an
environment there's nothing youcan say about me then that I
haven't already acknowledged inmyself.
I know that that's the way whenI get stressed and all frothy
(05:23):
and whipped up, that that's theway I behave.
But if we're offering that toeach other and we're putting the
best intention, aren't westarting to build trust?
This is where people start togive constructive feedback, have
real conversations.
In that team specifically, in avery few short weeks of time,
trust was starting to rebuild.
You could even hear laughter inthe hallways.
(05:45):
People were starting to havefun again, enjoying their work.
Yes, it's hard.
This is work, it's not, it'snot playtime.
But can't we have fun?
Can't we have a good time?
Can't we have a couple oflaughs with our colleagues while
we're getting it done?
No-transcript, be specific.
(06:31):
It is making sure that it'sactionable.
Those are the two A's.
Aim, it make it actionable.
The second two A's areappreciated I'm going to come
back to that because I know youhave thoughts.
And then the fourth A is toaccept it or discard it.
So the appreciate it.
If we want to create a culturewith better team dynamics, then
(06:51):
getting the constructivefeedback in a way that is
forwarding and it's not harmful,it is not jerkish, right,
that's what we want to bestriving for, that we're getting
feedback, that you know what.
Someone was able to slow downand say, hey, jill.
The next time we do somethinglike this, I think it would be
really more effective if youtouched on X, y and Z, because I
(07:13):
noticed that in the room peopleseem to be asking a lot of
questions and are confused.
Right, that is specific.
It's to me.
It's telling me what to do andit's telling me why.
Confused, right.
That is specific.
It's to me.
It's telling me what to do andit's telling me why.
And it's actionable.
It's telling me what to do nexttime.
I have the choice, with myprofessional leadership and my
professional identity, to acceptand appreciate that.
When I say accept, I don't meanyou're right, I'm wrong.
(07:37):
I have to do it that way.
I appreciate it by saying, okay, I appreciate the feedback and
there's probably some truththere.
The accept or discard.
If it's in the language that Ijust gave you, I can accept that
and implement that in thefuture.
If it's language that reallyreads more like you're not doing
it, like me, therefore, I wantyou to do it differently.
(07:58):
That might be the feedback youdiscard.
But let me be clear If you'regiving a directive to somebody
and it's in a hierarchy and thisis a non-negotiable well you
need to do it.
But there are some times wherethe feedback is a little squishy
, so you get to again accept ordiscard that.
But if you're following thefour rules and you're aiming and
(08:19):
making it actionable, itwouldn't be squishy.
So if you're on a team that'sable to rebuild and think of
themselves this way and actuallystarting to have that all about
you right, or if we're doingour pronouns, it's all about me.
Old school leadership means thatI need to make sure that it's
(08:55):
about my credibility, myreputational risk, my mission,
my vision, my, my, my, my right.
I'm an opposite, me, me, me, me, me, me, me, aye, aye, aye, aye
, aye, aye right.
We want to get out of that oldschool style of leadership.
Modern leadership is wherewe're creating capacity for
others to get the job done.
It's making sure that workworks for the people on the team
(09:17):
.
And how are you customizing yourmessages so that people can
hear you, so that people canhear you?
What's happening very oftenright now is no one is hearing
each other over theirfrustration and anger.
So, while you may be an expertcommunicator, when you get
frothy, when you get hungry,angry, lonely, tired, I call it
halt.
Sometimes your communicationcan be really hard to understand
(09:37):
.
So, as a leader, if my job isto create the capacity for
others and I have someone on myteam who loves to have the
casual drive-by but then lovesto have a follow-up in writing,
is it that big of a deal for meif I follow up with them in
writing or suggest to them thatthey write the notes and send
them back to me and I'll quicklyeyeball them to make sure that
(10:00):
we're on the same page.
I'm not saying you have to dothese things.
I'm saying this is how youbuild modern leadership.
This is how you move a teamforward to create the goals or
to achieve the goals that areset in front of you, moving from
the me to what's best for theteam.
How are we moving peopleforward so that we can achieve
(10:23):
together?
Is the modern leadership thatis going to build trust in an
organization?
When you have come throughlayoffs, making sure that you
are listening for tone, thepassive, aggressive, looking for
cues, looking for interactions,feeling the way people are
expressing themselves.
Are they holding their neck alot?
Are they playing with hair?
Are they doing that shaky thingwith the leg?
(10:44):
Those are the kinds of cues.
I'm not telling you to callanyone out on it.
I'm saying look for the cuesand then check in with those
people individually and say likehow'd you think today went
Right?
We want to remove questionslike did you or do you?
We want to say tell me what youheard in today's meeting, tell
me more.
What did you hear?
(11:05):
What might you implement aftertoday's meeting?
Give them an opportunity tochat.
Those might just be behaviorsthat they do, or it might be
because they were anxious andstressed based on what you were
saying, or they couldn'tunderstand, and it's a moment
for you, as a leader, to checkin with them.
Right, your leadership needs tobe personal to yourself, but
you need to also make sure thatit is not self-centered.
(11:29):
From people.
Was that no one trusted her?
Was that they trusted her data,the ability to be a subject
matter expert in her job, butthey didn't trust her as a
(11:51):
person and she was gettingfeedback that people didn't want
to work for her, and a lot ofher mentality was well, I'm in
charge.
And a lot of her mentality waswell, I'm in charge, so get in
line and do it.
When I was at your level, whenI was at your age, I had to do
it this way, so you can suck itup and do it too.
(12:12):
That was a lot of, even if shewasn't saying those words thanks
goodness but that was a lot ofher tone and sentiment that was
coming out and that becomesreally obvious to people.
So, under the surface, she wasanxious, she was defensive, she
was afraid, she wanted to beseen as confident, but she kept
stepping on it.
So we built a frameworktogether where she was working
(12:33):
around trust pillars,reliability, relatability,
accountability, integrity,finding ways to be nonjudgmental
and then often finding ways tobe in reciprocity.
How can she help others andtherefore, they may help her.
Guess what?
Her team over time.
It took about 90 days, threemonths or so, but people started
(12:57):
to soften.
She was softening, people weretrusting her performance had
improved and she was reallyshowing up in a different way.
So, as a leader and again we areall leaders, regardless of our
title the ways that, afterlayoffs or restructuring, to be
witnessing your teams and seeingif any of these behaviors are
(13:18):
happening, that people arementally checked out on Zoom
meetings or in face-to-facemeetings, that people may be
sort of feeling chaotic orthey're using a lot of buzzwords
and no one really knows whatthey're talking about.
They may keep their camera offin meetings.
You're on your phone, you'rescrolling, you're half listening
(13:40):
, you may interrupt, dismiss,eye roll, sigh, all of those
kinds of signals, of signalsYou're chasing the limelight or
someone's chasing the limelight.
They're chasing significance,and the way you create
significance is you makesomebody else significant.
It's also a reciprocal traitwhen I shine the light on you
and say how great of a work jobyou're doing, that person now
(14:04):
realizes that Jill is noticingthem and I'm significant to them
.
The way you create significanceis you give it away and you
focus on somebody else.
So these types of patterns arethings that I want you to be
aware of, both in your ownbehavior and in others.
And again, we are not callingpeople out in public, but we are
checking with people and seeinghow we're doing, Because those
types, if you're missing thosepatterns, you're going to be
(14:25):
missing and there's a blind spotwith you leading your team and
what's going on with your peers.
So listen, if you've justweathered a layoff and you're
now in a newly strugglingenvironment or you're leading in
a newly structured environment,I want you to remember this
that trust is not just like niceto have.
I frankly hate the word nice.
It feels very performative tome but it is about the
(14:46):
foundation that makes thecollaboration, the feedback and
overall performance possible.
It doesn't happen by itself andyou need to make sure that
you're taking awareness, you'rebeing aware, you're taking
action and, where possible,you're having honest
conversations that feelsupportive and asking people and
checking in to where they are.
You do not need to be perfectin this, you just need to be
(15:09):
consistent.
All right, all right, before Igo, I always want to know how
are you getting your support?
Who are you getting yourcoaching from?
If I can help, you, see theshow notes, see what we can do
together, both individually andyour teams.
So, friends, find ways to buildtrust, build relation, relation
, relatable strengths.
Right, be intentional andalways, always, always, be kind.
(15:31):
All right.
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