September 8, 2025 • 35 mins
Michael Morgan shares his leadership insights gained from working at major corporations including JP Morgan, Chevron, Amazon, and Walmart, revealing how effective leadership transcends titles and requires empathy, trust, and inclusion.
• Anyone can be a leader regardless of title or position
• Effective leaders show empathy rather than just pushing for metrics
• Leaders must trust their team and delegate appropriately
• Regular feedback is essential for employee growth and development
• Building relationships and trust requires personal connection and understanding individual goals
• Open door policies create cultures where people feel comfortable sharing challenges
• Mentors provide guidance while sponsors actively advocate for your advancement
• Mentees must be prepared, respectful of mentors' time, and follow through on advice
• Top leadership practices: empowering others, emotional intelligence, ensuring all voices are heard
Connect with Michael Morgan at michaelvmorgan.com or find him on LinkedIn as Michael Morgan, PMP to learn more about his speaking on networking, professional development, and leadership.
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The views and opinions expressed in this podcast are those of the speakers and guests and do not necessarily reflect the official policy or position of any organization or entity. The information provided in this podcast is intended for educational and informational purposes only and should not be considered as professional advice. Listeners should consult with their own professional advisors before implementing any suggestions or recommendations made in this podcast. The speakers and guests are not responsible for any actions taken by listeners based on the information presented in this podcast. The podcast is not intended to be a substitute for professional advice or services. The speakers and guests make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the information, products, services, or related graphics contained in this ...
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to Unpacked Podcast with your host
leadership consultant, ronHarvey of GlobalCore Strategies
and Consulting.
Ron believes that leadership isthe fundamental driver towards
making a difference.
So now to find out more of whatit means to unpack leadership,
here's your host, ron Harvey.
Speaker 2 (00:20):
Good morning.
This is Ron Harvey.
I'm the vice president andchief operating officer for
Global Core Strategies andConsulting.
I know that's a mouthful, butbasically what I would like to
narrow down to is we really workaround professional services,
leadership development, and wehelp our leaders be better
connected to the people thatactually get the job done for
them.
So how do we, as leaders, stayconnected to the people that
(00:41):
actually help us get stuff done?
As leaders, stay connected tothe people that actually help us
get stuff done.
We spend all of our time aroundthere and we know if you're
following everything we know.
Today the world has changeddrastically and leadership
matters, and so we spend all ofour time helping leaders be good
at what they should be doinganyway every day.
But I pause briefly to always doa podcast and we invite guests
from around the globe with alldifferent backgrounds to bring
(01:02):
some of the best, I guess,things that best practices,
exposure, things that they'vegone through, to share with you
in real time.
And I always appreciate ourguests because they're kind of
bold and take some risk, likethey don't know any of the
questions, and neither do I, butwe know we're going to talk
leadership, so thank y'all foralways tuning in to Unpacked
(01:22):
with Ron Harvey.
Every single Monday we drop anepisode and it's exciting to
have guests that just come onand share with you what
sometimes you can't find theanswer because people are so
close to chess with information.
This podcast we open it up.
We give you enough to get youexcited and curious to hopefully
reach out to one of us and askmore questions.
We're all in business together,so love it, and I'm excited to
(01:45):
have the guests on today.
Michael Morgan's going to comeon off a mute.
I'm going to hand him themicrophone because I always ask
our guests to introducethemselves.
One.
They know themselves betterthan I do and I don't mess up
anything that they want to share.
Speaker 3 (01:59):
I appreciate it, ron.
It's a pleasure to be on yourshow.
I love Unpacked.
I'll give a little bit ofbackground on myself.
So my name is Michael Morgan.
I'm originally from New York.
I've had the pleasure of havinga pretty vast work experience.
I've worked for JP Morgan inDelaware.
I've worked for Chevron inHouston, texas.
(02:21):
I've worked for Amazon inSeattle Washington Chevron in
Houston, texas.
I've worked for Amazon inSeattle Washington.
I've worked for Walmart in theBay Area of California and now I
work for a cybersecuritystartup.
My role is fully remote.
I live in Austin, texas, soI've lived a lot of places.
I've worked for some greatcompanies.
I've worked across differentindustries financial services,
oil and gas, tech, retail,cybersecurity.
(02:42):
Today I'm still working incybersecurity, but I'm also a
published author.
I published my first book lastyear called the Power of
Networking, and I'm also amotivational speaker.
So I speak at conferences,speak to universities, to
organizations, to companies.
So a lot on my plate, butthat's just a little bit of
background on myself.
Speaker 2 (03:03):
Hey, yeah, when I was looking at the bio, you know
and all the places you know I'ma veteran.
People know that you know, andso my travel comes from being in
the service.
But you know, with your travel,like you lived in a lot of
places, almost a little likemilitary personnel, service
members, like you've lived in alot of places.
So I'm sure you're going tohave a lot to share about your
exposure and experiences thatwork across the broad spectrum
(03:25):
of what you've done and who youare now and what you're doing.
So, michael, when you thinkabout your journey over this
time, are there some things thatstood out the most to you over
the different organizationsyou've worked for, the different
industries and spaces thatyou've worked in?
How does leadership?
Is there a common threadbetween those that you've seen
(03:46):
as leaders that were the mosteffective on that journey?
As you made those transitions,what did you see that was pretty
common, regardless of whatorganization you were in, when
it comes to leadership.
Speaker 3 (03:56):
Yeah, I would say two things.
One, I think there's a bigmisconception where people
assume you need to have acertain title or you need to be
a people manager to be a leader.
What I've noticed at everycompany everyone is empowered to
be a leader.
You can display leadershipcapabilities regardless of your
title, regardless if you're anindividual contributor, if
(04:16):
you're a people manager, you canlead by example, you can take
on responsibilities in employeeresource groups, you can lead
projects, you can influencepeople without directly managing
them.
So I think a lot of people justassume you have to have a
certain level within a companyin order to be a leader, and
(04:37):
that, to me, I do not agree withthat.
I think anyone can be a leader.
Secondly, me personally, whatI've seen that's been effective
for leaders is that leaders thathave empathy.
I've seen both sides of thespectrum.
I've seen some leaders thatwill work their employees to the
ground and they'll get the jobdone and they'll hit their
(04:59):
metrics, but their entire teamis burnt out and their team is
either transitioning to anothergroup within the company or
leaving the company altogether,and now they're in a constant
scramble where they're trying tofill roles.
They never have enough peopleto fill the roles within their
group and their group is alwaysoverworked.
So if there's a organizationlet's take an example, an
organization of 400 people andit's always at 250 or 300 people
(05:24):
that are filled, so there'salways 100, 150 open roles.
So now you have 250 peopledoing the work of 400 people and
they're never getting it filledto 400 because they're just
continuing to just grind peopleinto the ground.
To me, a good leader isempathetic understanding.
They want to make sure thattheir employees feel appreciated
(05:45):
.
They want to make sure theiremployees feel valued.
They want to celebrate theirsuccess and their understanding
what employees are going throughand how can I better assist you
?
How can I add value?
I've seen leaders theiremployees will say, hey, I'm
burnt out, I'm this, I'm that.
They're like all right, here'sa free t-shirt.
I've received so many freeT-shirts at all the companies
(06:09):
I've worked at.
It's nice, but they're notlistening to what their
employees are saying.
Let me give a one-yearsubscription to Headspace.
Or a one-year subscription toCalm, which is a meditation app
to help relieve stress and dodifferent things to help reduce
(06:32):
that burnout.
Or hey, let me give out somegift cards.
Let me tell everyone to takethis day off or do something to
reinvigorate your team andunderstand where they're coming
from.
So I think there's something tosay about that emotional
intelligence, that empathy,understanding everyone on your
(06:56):
team is different.
So if you just try to appeaseeveryone the same way, you're
going to fail.
If you understand what eachperson's individual needs and
what they're striving for,that's going to go such a long
way.
But I think those leaders thatdisplay that emotional
intelligence and empathy go alot further.
Speaker 2 (07:09):
Wow, I mean great nuggets man.
A lot to unpack too.
So as I'm listening, it soundsas though like the leader's
doing a lot of work If they haveto really understand
everybody's personality,everything that motivates people
.
And I agree with you, Most ofus got more T-shirts than we can
ever probably wear.
So I totally agree with thatand people are not looking for
(07:32):
more T-shirts, but it soundslike a lot of work for the
leader.
How does the leader get theirjob done if they got to do all
of that?
Speaker 3 (07:41):
Yeah, I would say the big thing they have to trust
other people.
So the leaders that I've seenfail.
They try to do everything andat a certain point you have to
trust your employees to be ableto get the job done.
So when you empower others, ithelps you get a lot further, as
opposed to I've seen leadersthat they try to get involved in
every single project, everysingle initiative, and they're
(08:03):
so far into the details thatit's almost impossible for them
to get anything done.
So I mean there's a reason thatyou're hiring people, there's a
reason you're bringing them in.
Obviously, you have toregularly touch base with them
and understand what's going onand get status updates, provide
your thoughts, your feedback,any concerns that you may have.
But a good leader is able todelegate and give work to
(08:29):
employees and put them in asituation where they can be
successful and that will get youto go very far away.
Speaker 2 (08:32):
How did you I mean as you climb the ladder of success
?
Because delegating andempowering and trusting easy to
say, hard to do, because yourname is on the bottom line,
you're held responsible andaccountable at the end of the
day, your career, you work hardto get to where you are, so
easier to say.
So how did you manage to bemore effective at delegating,
empowering and trusting?
(08:53):
What did you really do as youclimb the ladder of success?
Speaker 3 (08:57):
Yeah.
So I'd say it's really on acase by case basis.
Okay.
So I mean there's some peoplewho've reported to me and it
might be their first job out ofcollege.
Like, at that point I may wantto I don't want to say like hold
their hand a little bit moreand just make sure that that
things are being processed theright way and they're they're
(09:18):
understanding what thedeliverables are, what the goals
are.
Um, but some people people, ifsomeone's been in the industry
for years or been at the companyfor years, they understand
processes.
I may oversee a little bitinitially just to gain that
trust, but once I'm able to seethe work product that an
employee can do and we've earnedeach other's trust, we've had
(09:41):
conversations, we're aligned onwhat the expectations are, what
they're looking for, what I'mlooking for, at a certain point
I want to.
To me, the best way for someoneto grow is to empower them to do
things their own way.
So I'd say it's just kind ofbeen trial and error a little
bit.
It was just me learning as amanager being thrown into the
(10:01):
fire.
But also I've been anindividual contributor.
I've had managers who weremicromanagers and I know how it
felt to have someone in everyaspect of my job and me spending
half my time explaining to myboss what I'm doing as opposed
to just doing my job, and itwasn't good for me.
So I knew that when the tablesturned and I was in that
(10:25):
position of power where I'mmanaging other people, that I
didn't want to micromanage themeither, and I wanted to take
those, the lessons that Ilearned as an individual
contributor, and I wanted tomake sure that I was a better
manager to other people when Iwas in that position.
Speaker 2 (10:40):
Yeah.
So when you think about it,michael, I mean I love the
answer.
And the response is knowingeach person at different levels,
where they are, and there's adifferent level of how engaged
you need to be or how much youneed to be hands on with those
individuals.
How do you get to the place ofgiving feedback on a regular
basis?
What does that look like?
Because some people don't liketo check in as often and they
(11:02):
like to be, you know, hands off,not in the car.
Then some people like to beright next to you so they can
grab the steering wheel just incase it goes sideways.
How important is it for leadersto always offer feedback, not
constructive criticism?
I'm not a fan of that word, butI do believe everybody deserves
feedback.
That's healthy for them to getbetter.
How often should we be givingfeedback as leaders?
Speaker 3 (11:25):
Yeah, absolutely.
I completely agree with you.
I say every week.
So I try to meet with my directreports on a weekly basis and
always try to help providefeedback whenever possible, just
to help them grow, develop.
What I've seen in my career is alot of managers try to avoid
feedback.
They don't want the difficultconversations.
(11:51):
There's a great quote that Iread where it was as a manager,
trying to avoid difficultconversations is like someone
trying to swim and not get wet.
You can't avoid that.
As a manager, you are expectedto give them feedback to help
them grow, to help them develop.
What I see is a manager willavoid feedback and then months
down the road or a year down theroad, they're like oh, I'm
(12:13):
going to try to terminate thisperson If you haven't provided
them with any feedback for ayear and then all of a sudden
you tell them you're puttingthem on a performance
improvement plan and you'retrying to fire them for bad
performance.
That's on you as a leader.
Legally, you can't even firethem.
You can't just blindsidesomeone.
If someone was performing badand they're at the point where
(12:37):
they're getting put on aperformance improvement plan and
potentially being pushed out ofthe company, they should have
known that for months becauseyou were providing them with
regular feedback.
So that's where I see a lot ofmanagers failing, where they're
not providing feedback.
And because they're notproviding feedback, employees
aren't growing or they're notaware of where their performance
(12:58):
is or where the evaluation is.
So I think it's critical thatyou're having that constant
communication, that constantfeedback.
Like to your point, I don'tthink it always has to be
constructive and it has to benegative all the time.
You can say things that they'redoing well, but it has to be
open communication where you'respeaking with each other every
(13:19):
week, if not every two weeks ata minimum.
Speaker 2 (13:22):
Yeah, I love it.
So, michael, can you go back toa time when you were brought in
externally because you've gonefrom company to company and you
can probably speak to thisreally, really well and you were
brought in as a leader?
How did you extend trust andhow did you build trust?
So how did you automaticallytrust a team that you did not
know, which can be difficult,but how did you gain the trust
(13:42):
of the people that were now your?
Speaker 3 (13:47):
Yeah.
So I'll say, to gain trust, Ilike to be personable, so I mean
, obviously I can come in, I cangive credentials of all the
places I've worked and all theproducts I've worked on and the
fact that I already havemanagement experience to show
that I have the experience tomanage this team.
Just get to know people asindividuals it's something small
(14:13):
that I do, but I feel like itmakes a big impact where I'll
take the team out for lunch orfor dinner and just to get to
know them on a personal basis,ask them questions, what are
they looking for in their career, what are their aspirations,
how can I help them get there?
And the fact that I'm trying toget to know them as individuals
and understand their goals andtrying to help them get to their
goals.
To me that helps build trust,where they know that I genuinely
(14:35):
care about them and I'm notjust focused on my job, I'm
focused on how can I help themin their career.
So I think these are like smallthings that a lot of managers
don't do.
Honestly, I've worked on teamsfor years where the managers
never took the team out togetheror the team never physically
(14:56):
met, because it's a work thatglobal organizations.
Sometimes team can be spread outin different cities, different
states, different countries.
I could work on a team for two,three years and never even meet
some of my colleagues.
You know that's a small gesture.
I've been at other companieswhere the team is spread out in
different cities, differentstates and at least once a year,
once every six months, we allget together for one week in the
(15:19):
same city so we can collaborateand build relationships.
It's a small gesture but itmakes a huge difference to build
trust and build thoserelationships.
So that's something that I doto earn trust.
That's something that I've seenother managers do for me that I
felt like made a hugedifference, and something that I
do when I'm brought in as anexternal hire and now have to
(15:43):
build trust with a new team.
But I think it's really aboutjust taking the time to
understand what they're lookingfor and make sure that they know
I'm an advocate for them andI'm working to help them get to
that next level.
Speaker 2 (15:54):
Wow, I mean phenomenal, I mean as you think
about how do you do that?
Because we talk about trust alot you know, but it is it's not
explained very well how to doit.
You know, people say you justgot to trust your team and
that's really easy to say.
But if you're a new hire andyou're on probation and you're
worried about the results andpeople do use you know results
and metrics or what does thedata look like?
(16:15):
You know, and sometimes if thescoreboard doesn't reflect what
it should be, it's hard todelegate and power or trust
because you're still onprobation.
There's some, there's somethings that make you
uncomfortable and you can tendto be more hands on than you
should and that's probably whereyou're going to fail that
(16:39):
because you're trying to do toomuch versus leveraging your
entire team.
How do you hold peopleaccountable if you're
conflict-averse and you havethis thing that's, I don't want
to deal with conflict but I needto hold people accountable, but
I don't want to be mean aboutit.
How do you hold peopleaccountable and still be very
respectful and kind, becausesome people think it's like you
got to be this really meanperson to do it effectively?
Speaker 3 (17:00):
I don't think you have to be a mean person at all.
I think you brought up a bigpoint that I like to leverage.
Data speaks volumes.
So, generally, generally, if Ihave people who are reporting to
me, there's certain metricsthat they're being held
accountable to, where eitherthey're like we're expected to
bring in a certain amount ofrevenue, we're expected to
reduce certain amount of costs,we're supposed to reduce a
(17:22):
certain amount of cycle time,and I can show them the data
like hey, this is where we wereperforming last year.
I was expecting to seeimprovement.
This is where we are this year.
We're actually getting worse.
So we need to figure out a pathforward because this is not
sustainable for the business.
So I think I can have an openand honest conversation without
(17:44):
getting angry, without beingmean and just showing the facts.
This is where we were, this iswhere we are today.
Do you feel like this isacceptable?
These are the goals that we setfor the team, for the
organization, and we're nothitting those numbers.
What steps?
How can I better assist you andput you in a situation where
you can thrive and hit the goalsthat we've set?
(18:05):
So I think data speaks volumesand you can show the data points
and that way you can have alogical conversation without
anyone getting angry, upset orbeing mean.
Speaker 2 (18:20):
I appreciate one thing I noticed as you were
speaking.
Every time you were talkingabout the individual, you said,
hey, what do we?
We're not meeting, and itwasn't almost like it wasn't an
attack.
So so what got you?
We're not meeting, and itwasn't almost like it wasn't an
attack.
So so what got you?
Because I noticed that language.
Where did that language comefrom when you're having that
kind of conversation where it'sabout we versus them?
Speaker 3 (18:38):
So I like to think big picture.
I'm always thinking on behalfof the team, the organization,
one of the things that I've justmy personal perspective.
I feel as though, if I'm ableto show the success of my team
and my direct reports, thatreflects on me as a leader.
We are one team, we are oneorganization.
(19:02):
We're striving towards the samegoals.
So where I've seen leaders failis they focus on themselves and
if something goes wrong, I'mgoing to throw this person under
the bus.
That's not my fault.
This person was managing that.
If something goes well, oh, Itake credit for it.
I don't think that's how asuccessful leader should
navigate.
(19:22):
I think you should look at itas we're one team, one
organization.
If things go well, I'm givingan acknowledgement to my team
and I want them to have successand I want them to move up, and
if everyone notices how well myteam is performing, it's a good
reflection on me.
If something goes bad, I'mgoing to take responsibility and
I'm going to take that off ofmy team, and I think that's
another part of building trustwith the team, where they know
(19:44):
that I'm protecting them in badsituations.
If we fall short, I'm takingthe heat, and in good situations
.
I'll make sure they get theacknowledgement and recognition
to get the visibility so theycan move up and get promoted and
get the opportunities thatthey're looking for.
So I try to have that wementality and I think of it as a
team and I talk to my directreports that same way as well.
Speaker 2 (20:11):
Wow, wow.
How did you?
You know when you you think Ilove the process that you're
walking through?
Should a leader have an opendoor policy?
And what does that look like?
Speaker 3 (20:17):
Yeah, absolutely, and that's that's one of the things
that I push for the most.
I always try to build a cultureof inclusion where people feel
comfortable talking to me aboutanything, whether it's whether
it's work, whether it's life.
Uh, one of the things that I'venoticed and I'm sure you've
(20:38):
seen this in your career as wellLife happens Like people.
People lose loved ones, peoplego through divorces, people have
sick family members, and if Idon't have an open door policy
or if I haven't built a culturewhere people feel comfortable
talking to me and let me knowwhat's going on in their lives,
I can't help them in differentsituations.
So you know, I try to have anopen door policy where people
(21:00):
should feel comfortable comingup to me.
If they're facing issues atwork, if they're facing
obstacles, reach out to me and Ican escalate things and I can
remove those obstacles.
If you're dealing with thingsoutside of work, let me figure
out how to better delegate thedeliverables across the team,
because you're planning yourwedding and you're taking
(21:20):
graduate school classes andyou're doing this.
It's almost impossible for youto take on this level of work If
we don't have thatcommunication and if we don't
have that open door policy.
We can come and talk to meabout this.
I don't know.
So I think an open door policyis really critical, like I said,
and that's that's more thanjust work.
Obviously, I want to understandwhat are their strengths, where
(21:43):
there is opportunity, how wecan come close those gaps, what
are their goals.
But I want to understand what'sgoing on outside of work, too,
because you can't bring yourbest self to work If you have
things going outside of workthat I'm not aware about.
Speaker 2 (21:56):
So when you, when you think about it Michael you
mentioned earlier you know you,you like to get the team
together, you like to get toknow your team.
Where is the how do?
How do you feel?
How would you explain?
Because getting, becausegetting to know your team is
great, but some leaders don'twant the team to know them and
the world, like today, societyis so different where it's hard
(22:16):
for a leader.
When I grew up, it was keepyour personal and your
professional separate, Likenever let your team see you
sweat, Never let your teamreally get to know you, Like
they only get to know youprofessionally.
I've noticed a shift, a swingof the pendulum, Like people
want to know their leader aswell as leaders want to know
their team.
How do you help leaders thatare coming in to make that
adjustment that you can't betotally unknown to your
(22:37):
workforce and expect to knoweverything about them?
Speaker 3 (22:40):
Yeah, I would say it's OK to be vulnerable, it's
OK to be authentic.
I've I've shared a lot ofthings with some of my direct
reports colleagues.
I've been shared with mypersonal family and friends.
I mean these.
You spend a lot of teeth, a lotof time with your colleagues.
Uh, like you said, people wantto get to know you and you're
(23:00):
naturally you're going to wantto get to know them as well.
So, so, don't be afraid to letdown those walls.
Um, obviously, keep it.
Keep it for professionals.
There's some levels of yourpersonal life that you don't
need to share with everybody,but there are aspects of your
personal life that you can openup and share, and I think it's
that's going to bring you andyour team closer together.
(23:22):
That's going to create thatbond.
It's going to create that trustthat we talked about.
So it makes a huge differenceand there's nothing wrong with
with sharing your personal lifewith others.
Speaker 2 (23:33):
Yes, yes, love it.
Transparency and beingvulnerable is huge.
I'm glad that you brought thatup because that's a trust
building factor as well.
So when you think about yourgrowth and trajectory to where
you are, sometimes you thinkyour resume got you there, your
technical skills and all thatstuff.
What role did with having amentor or someone that you just
look at, that you can go talk towhether you call it a mentor or
just informal or not formalwhat role did someone play in
(23:58):
your life for you becoming whoyou are, from a mentor to a
sponsor, to someone that justwas a couple of steps ahead of
you, that was pouring into you?
How important was that for you?
Who you are today?
Speaker 3 (24:06):
Yeah, Um, mentors and sponsors are absolutely
critical.
Um, so I'm.
I don't claim to knoweverything.
I don't think anyone's perfect.
No one knows everything.
Uh, one of the one of thereasons I leverage, like so,
mentors specifically, you canhave someone who's been at the
company longer than you, you canhave someone who's been in the
(24:27):
industry longer than you, longerthan you so they may have just
a certain level of knowledge,expertise, where I can try to
figure things out on my own andI could spin my wheels for weeks
, months, trying to figure itout.
Or if I have the right mentorwho's already been in that
situation or already understandsthe background because they've
already worked on it, it cansave me so much time, so much
(24:49):
effort.
They can make sure I avoid thesame mistakes that they may have
already made.
So it's just a world ofdifference when you have someone
that you can reach out to andask specific questions and get
that guidance.
You have those years ofknowledge, experience, more than
you, that to assist you.
And then, from the standpoint ofa sponsor a sponsor is
(25:12):
important as well I look at thema little bit differently from a
mentor, because a mentor to me,is just providing you with
guidance and knowledge andtutelage.
A sponsor is multiple levelsabove you that is actively
trying to get you to that nextlevel.
They're trying to get youpromoted.
You need an advocate, you needsomeone.
It's more than just guidanceand tips and advice.
(25:35):
You need someone.
It's it's it's not always whatyou know, it's who you know this
is where sponsors become reallycritical.
(25:57):
So every company I've worked for, I've I've made the effort to
identify sponsors, even likeduring my educational journey
while I was an undergrad, whileI was in grad school, I
identified different mentors andeven when I leave a company, I
still keep in touch with thosementors to this day.
Some of my mentors have been inmy network for 15, 20 years.
(26:18):
Just because I transitionedfrom one company to another
doesn't mean there still isn'tknowledge that I can obtain and
advice that I could reach out tosomeone for.
So I'd say it's so importantfor you to have both and it's
it's been tremendous for me andmy growth in my career.
Speaker 2 (26:36):
Yes, yes.
So so you think about it,michael.
A couple of questions.
What's the role of if I'mlooking for you to be my mentor?
There's some, there's aresponsibility I got to be
prepared for.
What's the role that I havewhen I'm, when I'm looking for a
mentor?
What's my responsibility role?
Speaker 3 (26:53):
that I have when I'm looking for a mentor.
What's my responsibility?
Okay, so I'd say, first andforemost, you have some
responsibility to finding amentor.
It's not always just providedto you.
So some companies do have aformal mentorship program where
you may fill out a profile.
You'll list what your strengthsare, what your areas for
opportunity, what you're lookingfor in a mentor, and based off
your profile, it doesn'tactually just match you.
(27:15):
So it's very easy.
You can't assume every companyhas that, or you can't assume
every organization or schooloffers that.
So sometimes you just have toorganically find somebody,
whether that's attendingmeetings or joining an employee
resource group or whatever.
Have you find someoneorganically and reach out to
(27:37):
them.
It can be uncomfortableconversations, but you have to
put yourself out there, reachout to them, ask them if they're
willing to be your mentor.
Nine times out of 10, when Iask someone if they're willing
to be my mentor, they'reflattered and they offer and
they're excited to be my mentor.
The only time I've had someonepush back, they already had, I
(27:57):
think, three or four mentees andthey just didn't have the
capacity.
But even then they didn't justsay, hey, I can't be your mentor
.
They recommended I reach out tosomeone else and connect me
with someone else to be mymentor.
So, first and foremost, youkind of have to put yourself out
there in order to identify amentor and then, secondly, if
(28:17):
you do identify a mentor, youhave to take it seriously.
You have to be respectful oftheir time.
What I've seen a lot of peoplewill get paired up with a, with
a mentor they're they're notsetting up meetings, they're not
following up.
If the mentor tells themspecific actions that they
should take, a couple weekspasses by, a month passes by.
They come back.
(28:39):
They haven't taken any of thosesteps.
If someone's willing to be yourmentor, they're taking time out
of their day.
They don't have to do this.
So you have to be respectful oftheir time.
You have to.
The onus is on the mentee to setup meetings and to take follow
actions If your mentor tells youcertain things to do.
Make sure the next time youmeet with your mentor, you've
(29:01):
taken those actions and you'vetold them based on your feedback
.
These are the steps that I'vetaken.
So do your due diligence.
Be appreciative of someonetaking the time and effort to
help you in their your career,because they don't have to.
So there's a lot ofresponsibility as a mentee to
make sure that you're you're,you're utilizing the knowledge
(29:25):
that they're willing to sharewith you and using it to help
you in your career.
Speaker 2 (29:29):
Yeah, I love it, michael, when you talk about the
person, the role of the mentee.
You know, oftentimes you go andyou just, like the person that
you're there with, don't want tofeel like they're wasting their
time.
So have an agenda, have somevery specific and direct
questions and all and ask.
But it's not just a lunch, it'snot just like let me catch up,
like make it very productive andintentional about those 15, 20
(29:50):
or 30 minutes, whatever the timeis like.
But don't come in and just likeit's a casual conversation,
like put that mentor to work.
They want to work, they want tohelp.
You know I don't want to do 30minutes and we're just going to
catch up on on what the footballgame was like or the baseball
game or how's your family thoseare nice.
But those 30 minutes, like getget to the meat of it and make
it work and come totallyprepared.
(30:11):
That mentor will be a mentorforever if you come prepared.
If you don't come prepared,they probably won't be around
long because they feel likethey're wasting their time.
Speaker 1 (30:19):
Exactly.
Speaker 2 (30:20):
Yeah, so.
So, as you as you step back,here's the here's the final
question what, what pointerswould you give leaders that
that's work, for you still useevery day?
That's that's making youeffective as a leader.
Speaker 3 (30:38):
What are the top three things that you still
practice, you know in your ownleadership journey?
Yeah, so number one, like Isaid, empower others.
I think a great leader is ableto effectively delegate.
When you try to do take on toomuch and do too much and get
into all the details, I thinkthat's where you fail.
So, being able to effectivelydelegate and empower other
people you hire them for areason.
(30:58):
Give them the freedom to do thework, give them the autonomy to
thrive, to grow.
So I think number one is justbeing able to delegate.
I would say number two emotionalintelligence is really big, you
know.
Being able to understand youremotions, understand the
emotions of other people Like Isaid, life happens, Things
(31:18):
happen outside of work and beingable to understand what other
people are going through and beable to accommodate them in
their different situations, Ithink that goes a long way.
And I would say number threemake sure that everyone's like.
Their voice is heard.
So I'm a big advocate ofdiversity of thought and you
(31:40):
know I can have a team of fivepeople, 10 people, 20 people,
100 people.
I want to make sure, in order toget to the best decision,
everyone, I want everyone tovoice their opinions and, like a
trick that I like to use I knoweveryone's not the same.
Some people are more intrinsic,some people are more extrinsic.
I may be in a meeting and I'llsay hey, everybody write down an
(32:02):
idea on the whiteboard.
Or everyone write down an ideaon a post-it note, and let's put
these post-it notes up on thewalls and that way I'm making
sure everyone's voice isincluded, even if you're not the
most outspoken person.
But I feel once everyone'svoice is included, you can get
to the best decisions and thebest strategies and fully think
through all the differentscenarios.
(32:23):
So I'm big on diversity ofthought and I think, as a leader
, it's important that you makesure that everyone feels
included and evolved.
So I'd say those are the topthree Awesome, awesome, I mean.
Speaker 2 (32:35):
I think they're solid too.
So you know, especially in thedepartment, because it's tough A
lot of times you're just doingway too much.
As you said throughout thepodcast is leaders tend to do
too much.
You know versus use a team oftalented people.
So I know you're into you'reinto keynoting and you're
traveling and you're workingfull time, but you love to speak
.
At this point, what are thethings that you speak on?
(32:56):
So, as people are listening andthey're looking for a speaker,
what are the spaces and placesthat you want to be able to
speak on and add value to anyconference?
Can you share some of thatinformation and then share your
contact information?
Speaker 3 (33:07):
Oh, yes, absolutely.
So.
Some of the main speakingpoints that I talk on, obviously
, relationship building.
I wrote a book called the Powerof Networking, so I'll get into
tips on how to build andmaintain relationships.
I also speak heavily onprofessional development.
Learning is a continuousjourney, so there's always ways
that you can grow and develop.
So I speak on professionaldevelopment and professional
(33:32):
development.
I provide interviewing tips tomake sure that people are
successful, whether it'sinterviewing on site at a
company or interviewing atcareer conferences.
I speak on both.
So those are some of the keyareas.
And I speak on leadership aswell.
Obviously, I'm on this podcastspeaking on leadership for
Unpacked, so leadership is a bigtopic.
I have my own website.
It's michaelvmorgancom.
(33:53):
So V is in Victormichaelvmorgancom.
Uh, if you want to reach out tome, they can go through my
website and there's a contact meform.
Uh, you can also find me onLinkedIn.
I'm Michael Morgan, pmp.
I have my project managementprofessional certification, so I
have PMP at the end of my name.
Uh, that makes it easy to findme.
So, whether you reach out to methrough my website or reach out
(34:14):
to me through LinkedIn, I'dlove to connect with anybody.
I enjoy helping people and Iwant to see everyone succeed and
excel in their roles, excel intheir careers.
So there's any way that I canassist you, just feel free to
reach out and I'd love toconnect.
Speaker 2 (34:29):
Awesome, michael, phenomenal guest man.
Thank you for sharing so muchinformation and insight and
allow me to unpack it with you.
You know, for everyone thatfollows us every week, you know
we're going to bring someone onthat's adding a lot of value to
you, and so you shared a lotabout leadership.
You shared a lot about how toreally empower, build trust and
not work so hard where peoplefeel appreciated versus
tolerated.
So we've enjoyed theopportunity to add value and
(34:52):
make a difference in your lives.
You know, unpacked with RonHarvey and Michael Morgan
Michael V Morgan, as y'all arelooking for him, reach out to us
, contact us.
We'll be happy to add morevalue to you.
Until next time, michael and Iwill sign off and we wish you
the greatest and the best daythat you can have.
Thanks again for joining us forour brief broadcast, unpacked
with Ron Harvey.
Until next time.
We're going to say see youlater and have a wonderful week.
Speaker 1 (35:15):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference
where you are, for the peopleyou serve, because people always
(35:39):
matter.
Welcome to Unpacked Podcast with your host
leadership consultant, ronHarvey of GlobalCore Strategies
and Consulting.
Ron believes that leadership isthe fundamental driver towards
making a difference.
So now to find out more of whatit means to unpack leadership,
here's your host, ron Harvey.
Speaker 2 (00:20):
Good morning.
This is Ron Harvey.
I'm the vice president andchief operating officer for
Global Core Strategies andConsulting.
I know that's a mouthful, butbasically what I would like to
narrow down to is we really workaround professional services,
leadership development, and wehelp our leaders be better
connected to the people thatactually get the job done for
them.
So how do we, as leaders, stayconnected to the people that
(00:41):
actually help us get stuff done?
As leaders, stay connected tothe people that actually help us
get stuff done.
We spend all of our time aroundthere and we know if you're
following everything we know.
Today the world has changeddrastically and leadership
matters, and so we spend all ofour time helping leaders be good
at what they should be doinganyway every day.
But I pause briefly to always doa podcast and we invite guests
from around the globe with alldifferent backgrounds to bring
(01:02):
some of the best, I guess,things that best practices,
exposure, things that they'vegone through, to share with you
in real time.
And I always appreciate ourguests because they're kind of
bold and take some risk, likethey don't know any of the
questions, and neither do I, butwe know we're going to talk
leadership, so thank y'all foralways tuning in to Unpacked
(01:22):
with Ron Harvey.
Every single Monday we drop anepisode and it's exciting to
have guests that just come onand share with you what
sometimes you can't find theanswer because people are so
close to chess with information.
This podcast we open it up.
We give you enough to get youexcited and curious to hopefully
reach out to one of us and askmore questions.
We're all in business together,so love it, and I'm excited to
(01:45):
have the guests on today.
Michael Morgan's going to comeon off a mute.
I'm going to hand him themicrophone because I always ask
our guests to introducethemselves.
One.
They know themselves betterthan I do and I don't mess up
anything that they want to share.
Speaker 3 (01:59):
I appreciate it, ron.
It's a pleasure to be on yourshow.
I love Unpacked.
I'll give a little bit ofbackground on myself.
So my name is Michael Morgan.
I'm originally from New York.
I've had the pleasure of havinga pretty vast work experience.
I've worked for JP Morgan inDelaware.
I've worked for Chevron inHouston, texas.
(02:21):
I've worked for Amazon inSeattle Washington Chevron in
Houston, texas.
I've worked for Amazon inSeattle Washington.
I've worked for Walmart in theBay Area of California and now I
work for a cybersecuritystartup.
My role is fully remote.
I live in Austin, texas, soI've lived a lot of places.
I've worked for some greatcompanies.
I've worked across differentindustries financial services,
oil and gas, tech, retail,cybersecurity.
(02:42):
Today I'm still working incybersecurity, but I'm also a
published author.
I published my first book lastyear called the Power of
Networking, and I'm also amotivational speaker.
So I speak at conferences,speak to universities, to
organizations, to companies.
So a lot on my plate, butthat's just a little bit of
background on myself.
Speaker 2 (03:03):
Hey, yeah, when I was looking at the bio, you know
and all the places you know I'ma veteran.
People know that you know, andso my travel comes from being in
the service.
But you know, with your travel,like you lived in a lot of
places, almost a little likemilitary personnel, service
members, like you've lived in alot of places.
So I'm sure you're going tohave a lot to share about your
exposure and experiences thatwork across the broad spectrum
(03:25):
of what you've done and who youare now and what you're doing.
So, michael, when you thinkabout your journey over this
time, are there some things thatstood out the most to you over
the different organizationsyou've worked for, the different
industries and spaces thatyou've worked in?
How does leadership?
Is there a common threadbetween those that you've seen
(03:46):
as leaders that were the mosteffective on that journey?
As you made those transitions,what did you see that was pretty
common, regardless of whatorganization you were in, when
it comes to leadership.
Speaker 3 (03:56):
Yeah, I would say two things.
One, I think there's a bigmisconception where people
assume you need to have acertain title or you need to be
a people manager to be a leader.
What I've noticed at everycompany everyone is empowered to
be a leader.
You can display leadershipcapabilities regardless of your
title, regardless if you're anindividual contributor, if
(04:16):
you're a people manager, you canlead by example, you can take
on responsibilities in employeeresource groups, you can lead
projects, you can influencepeople without directly managing
them.
So I think a lot of people justassume you have to have a
certain level within a companyin order to be a leader, and
(04:37):
that, to me, I do not agree withthat.
I think anyone can be a leader.
Secondly, me personally, whatI've seen that's been effective
for leaders is that leaders thathave empathy.
I've seen both sides of thespectrum.
I've seen some leaders thatwill work their employees to the
ground and they'll get the jobdone and they'll hit their
(04:59):
metrics, but their entire teamis burnt out and their team is
either transitioning to anothergroup within the company or
leaving the company altogether,and now they're in a constant
scramble where they're trying tofill roles.
They never have enough peopleto fill the roles within their
group and their group is alwaysoverworked.
So if there's a organizationlet's take an example, an
organization of 400 people andit's always at 250 or 300 people
(05:24):
that are filled, so there'salways 100, 150 open roles.
So now you have 250 peopledoing the work of 400 people and
they're never getting it filledto 400 because they're just
continuing to just grind peopleinto the ground.
To me, a good leader isempathetic understanding.
They want to make sure thattheir employees feel appreciated
(05:45):
.
They want to make sure theiremployees feel valued.
They want to celebrate theirsuccess and their understanding
what employees are going throughand how can I better assist you
?
How can I add value?
I've seen leaders theiremployees will say, hey, I'm
burnt out, I'm this, I'm that.
They're like all right, here'sa free t-shirt.
I've received so many freeT-shirts at all the companies
(06:09):
I've worked at.
It's nice, but they're notlistening to what their
employees are saying.
Let me give a one-yearsubscription to Headspace.
Or a one-year subscription toCalm, which is a meditation app
to help relieve stress and dodifferent things to help reduce
(06:32):
that burnout.
Or hey, let me give out somegift cards.
Let me tell everyone to takethis day off or do something to
reinvigorate your team andunderstand where they're coming
from.
So I think there's something tosay about that emotional
intelligence, that empathy,understanding everyone on your
(06:56):
team is different.
So if you just try to appeaseeveryone the same way, you're
going to fail.
If you understand what eachperson's individual needs and
what they're striving for,that's going to go such a long
way.
But I think those leaders thatdisplay that emotional
intelligence and empathy go alot further.
Speaker 2 (07:09):
Wow, I mean great nuggets man.
A lot to unpack too.
So as I'm listening, it soundsas though like the leader's
doing a lot of work If they haveto really understand
everybody's personality,everything that motivates people
.
And I agree with you, Most ofus got more T-shirts than we can
ever probably wear.
So I totally agree with thatand people are not looking for
(07:32):
more T-shirts, but it soundslike a lot of work for the
leader.
How does the leader get theirjob done if they got to do all
of that?
Speaker 3 (07:41):
Yeah, I would say the big thing they have to trust
other people.
So the leaders that I've seenfail.
They try to do everything andat a certain point you have to
trust your employees to be ableto get the job done.
So when you empower others, ithelps you get a lot further, as
opposed to I've seen leadersthat they try to get involved in
every single project, everysingle initiative, and they're
(08:03):
so far into the details thatit's almost impossible for them
to get anything done.
So I mean there's a reason thatyou're hiring people, there's a
reason you're bringing them in.
Obviously, you have toregularly touch base with them
and understand what's going onand get status updates, provide
your thoughts, your feedback,any concerns that you may have.
But a good leader is able todelegate and give work to
(08:29):
employees and put them in asituation where they can be
successful and that will get youto go very far away.
Speaker 2 (08:32):
How did you I mean as you climb the ladder of success
?
Because delegating andempowering and trusting easy to
say, hard to do, because yourname is on the bottom line,
you're held responsible andaccountable at the end of the
day, your career, you work hardto get to where you are, so
easier to say.
So how did you manage to bemore effective at delegating,
empowering and trusting?
(08:53):
What did you really do as youclimb the ladder of success?
Speaker 3 (08:57):
Yeah.
So I'd say it's really on acase by case basis.
Okay.
So I mean there's some peoplewho've reported to me and it
might be their first job out ofcollege.
Like, at that point I may wantto I don't want to say like hold
their hand a little bit moreand just make sure that that
things are being processed theright way and they're they're
(09:18):
understanding what thedeliverables are, what the goals
are.
Um, but some people people, ifsomeone's been in the industry
for years or been at the companyfor years, they understand
processes.
I may oversee a little bitinitially just to gain that
trust, but once I'm able to seethe work product that an
employee can do and we've earnedeach other's trust, we've had
(09:41):
conversations, we're aligned onwhat the expectations are, what
they're looking for, what I'mlooking for, at a certain point
I want to.
To me, the best way for someoneto grow is to empower them to do
things their own way.
So I'd say it's just kind ofbeen trial and error a little
bit.
It was just me learning as amanager being thrown into the
(10:01):
fire.
But also I've been anindividual contributor.
I've had managers who weremicromanagers and I know how it
felt to have someone in everyaspect of my job and me spending
half my time explaining to myboss what I'm doing as opposed
to just doing my job, and itwasn't good for me.
So I knew that when the tablesturned and I was in that
(10:25):
position of power where I'mmanaging other people, that I
didn't want to micromanage themeither, and I wanted to take
those, the lessons that Ilearned as an individual
contributor, and I wanted tomake sure that I was a better
manager to other people when Iwas in that position.
Speaker 2 (10:40):
Yeah.
So when you think about it,michael, I mean I love the
answer.
And the response is knowingeach person at different levels,
where they are, and there's adifferent level of how engaged
you need to be or how much youneed to be hands on with those
individuals.
How do you get to the place ofgiving feedback on a regular
basis?
What does that look like?
Because some people don't liketo check in as often and they
(11:02):
like to be, you know, hands off,not in the car.
Then some people like to beright next to you so they can
grab the steering wheel just incase it goes sideways.
How important is it for leadersto always offer feedback, not
constructive criticism?
I'm not a fan of that word, butI do believe everybody deserves
feedback.
That's healthy for them to getbetter.
How often should we be givingfeedback as leaders?
Speaker 3 (11:25):
Yeah, absolutely.
I completely agree with you.
I say every week.
So I try to meet with my directreports on a weekly basis and
always try to help providefeedback whenever possible, just
to help them grow, develop.
What I've seen in my career is alot of managers try to avoid
feedback.
They don't want the difficultconversations.
(11:51):
There's a great quote that Iread where it was as a manager,
trying to avoid difficultconversations is like someone
trying to swim and not get wet.
You can't avoid that.
As a manager, you are expectedto give them feedback to help
them grow, to help them develop.
What I see is a manager willavoid feedback and then months
down the road or a year down theroad, they're like oh, I'm
(12:13):
going to try to terminate thisperson If you haven't provided
them with any feedback for ayear and then all of a sudden
you tell them you're puttingthem on a performance
improvement plan and you'retrying to fire them for bad
performance.
That's on you as a leader.
Legally, you can't even firethem.
You can't just blindsidesomeone.
If someone was performing badand they're at the point where
(12:37):
they're getting put on aperformance improvement plan and
potentially being pushed out ofthe company, they should have
known that for months becauseyou were providing them with
regular feedback.
So that's where I see a lot ofmanagers failing, where they're
not providing feedback.
And because they're notproviding feedback, employees
aren't growing or they're notaware of where their performance
(12:58):
is or where the evaluation is.
So I think it's critical thatyou're having that constant
communication, that constantfeedback.
Like to your point, I don'tthink it always has to be
constructive and it has to benegative all the time.
You can say things that they'redoing well, but it has to be
open communication where you'respeaking with each other every
(13:19):
week, if not every two weeks ata minimum.
Speaker 2 (13:22):
Yeah, I love it.
So, michael, can you go back toa time when you were brought in
externally because you've gonefrom company to company and you
can probably speak to thisreally, really well and you were
brought in as a leader?
How did you extend trust andhow did you build trust?
So how did you automaticallytrust a team that you did not
know, which can be difficult,but how did you gain the trust
(13:42):
of the people that were now your?
Speaker 3 (13:47):
Yeah.
So I'll say, to gain trust, Ilike to be personable, so I mean
, obviously I can come in, I cangive credentials of all the
places I've worked and all theproducts I've worked on and the
fact that I already havemanagement experience to show
that I have the experience tomanage this team.
Just get to know people asindividuals it's something small
(14:13):
that I do, but I feel like itmakes a big impact where I'll
take the team out for lunch orfor dinner and just to get to
know them on a personal basis,ask them questions, what are
they looking for in their career, what are their aspirations,
how can I help them get there?
And the fact that I'm trying toget to know them as individuals
and understand their goals andtrying to help them get to their
goals.
To me that helps build trust,where they know that I genuinely
(14:35):
care about them and I'm notjust focused on my job, I'm
focused on how can I help themin their career.
So I think these are like smallthings that a lot of managers
don't do.
Honestly, I've worked on teamsfor years where the managers
never took the team out togetheror the team never physically
(14:56):
met, because it's a work thatglobal organizations.
Sometimes team can be spread outin different cities, different
states, different countries.
I could work on a team for two,three years and never even meet
some of my colleagues.
You know that's a small gesture.
I've been at other companieswhere the team is spread out in
different cities, differentstates and at least once a year,
once every six months, we allget together for one week in the
(15:19):
same city so we can collaborateand build relationships.
It's a small gesture but itmakes a huge difference to build
trust and build thoserelationships.
So that's something that I doto earn trust.
That's something that I've seenother managers do for me that I
felt like made a hugedifference, and something that I
do when I'm brought in as anexternal hire and now have to
(15:43):
build trust with a new team.
But I think it's really aboutjust taking the time to
understand what they're lookingfor and make sure that they know
I'm an advocate for them andI'm working to help them get to
that next level.
Speaker 2 (15:54):
Wow, I mean phenomenal, I mean as you think
about how do you do that?
Because we talk about trust alot you know, but it is it's not
explained very well how to doit.
You know, people say you justgot to trust your team and
that's really easy to say.
But if you're a new hire andyou're on probation and you're
worried about the results andpeople do use you know results
and metrics or what does thedata look like?
(16:15):
You know, and sometimes if thescoreboard doesn't reflect what
it should be, it's hard todelegate and power or trust
because you're still onprobation.
There's some, there's somethings that make you
uncomfortable and you can tendto be more hands on than you
should and that's probably whereyou're going to fail that
(16:39):
because you're trying to do toomuch versus leveraging your
entire team.
How do you hold peopleaccountable if you're
conflict-averse and you havethis thing that's, I don't want
to deal with conflict but I needto hold people accountable, but
I don't want to be mean aboutit.
How do you hold peopleaccountable and still be very
respectful and kind, becausesome people think it's like you
got to be this really meanperson to do it effectively?
Speaker 3 (17:00):
I don't think you have to be a mean person at all.
I think you brought up a bigpoint that I like to leverage.
Data speaks volumes.
So, generally, generally, if Ihave people who are reporting to
me, there's certain metricsthat they're being held
accountable to, where eitherthey're like we're expected to
bring in a certain amount ofrevenue, we're expected to
reduce certain amount of costs,we're supposed to reduce a
(17:22):
certain amount of cycle time,and I can show them the data
like hey, this is where we wereperforming last year.
I was expecting to seeimprovement.
This is where we are this year.
We're actually getting worse.
So we need to figure out a pathforward because this is not
sustainable for the business.
So I think I can have an openand honest conversation without
(17:44):
getting angry, without beingmean and just showing the facts.
This is where we were, this iswhere we are today.
Do you feel like this isacceptable?
These are the goals that we setfor the team, for the
organization, and we're nothitting those numbers.
What steps?
How can I better assist you andput you in a situation where
you can thrive and hit the goalsthat we've set?
(18:05):
So I think data speaks volumesand you can show the data points
and that way you can have alogical conversation without
anyone getting angry, upset orbeing mean.
Speaker 2 (18:20):
I appreciate one thing I noticed as you were
speaking.
Every time you were talkingabout the individual, you said,
hey, what do we?
We're not meeting, and itwasn't almost like it wasn't an
attack.
So so what got you?
We're not meeting, and itwasn't almost like it wasn't an
attack.
So so what got you?
Because I noticed that language.
Where did that language comefrom when you're having that
kind of conversation where it'sabout we versus them?
Speaker 3 (18:38):
So I like to think big picture.
I'm always thinking on behalfof the team, the organization,
one of the things that I've justmy personal perspective.
I feel as though, if I'm ableto show the success of my team
and my direct reports, thatreflects on me as a leader.
We are one team, we are oneorganization.
(19:02):
We're striving towards the samegoals.
So where I've seen leaders failis they focus on themselves and
if something goes wrong, I'mgoing to throw this person under
the bus.
That's not my fault.
This person was managing that.
If something goes well, oh, Itake credit for it.
I don't think that's how asuccessful leader should
navigate.
(19:22):
I think you should look at itas we're one team, one
organization.
If things go well, I'm givingan acknowledgement to my team
and I want them to have successand I want them to move up, and
if everyone notices how well myteam is performing, it's a good
reflection on me.
If something goes bad, I'mgoing to take responsibility and
I'm going to take that off ofmy team, and I think that's
another part of building trustwith the team, where they know
(19:44):
that I'm protecting them in badsituations.
If we fall short, I'm takingthe heat, and in good situations
.
I'll make sure they get theacknowledgement and recognition
to get the visibility so theycan move up and get promoted and
get the opportunities thatthey're looking for.
So I try to have that wementality and I think of it as a
team and I talk to my directreports that same way as well.
Speaker 2 (20:11):
Wow, wow.
How did you?
You know when you you think Ilove the process that you're
walking through?
Should a leader have an opendoor policy?
And what does that look like?
Speaker 3 (20:17):
Yeah, absolutely, and that's that's one of the things
that I push for the most.
I always try to build a cultureof inclusion where people feel
comfortable talking to me aboutanything, whether it's whether
it's work, whether it's life.
Uh, one of the things that I'venoticed and I'm sure you've
(20:38):
seen this in your career as wellLife happens Like people.
People lose loved ones, peoplego through divorces, people have
sick family members, and if Idon't have an open door policy
or if I haven't built a culturewhere people feel comfortable
talking to me and let me knowwhat's going on in their lives,
I can't help them in differentsituations.
So you know, I try to have anopen door policy where people
(21:00):
should feel comfortable comingup to me.
If they're facing issues atwork, if they're facing
obstacles, reach out to me and Ican escalate things and I can
remove those obstacles.
If you're dealing with thingsoutside of work, let me figure
out how to better delegate thedeliverables across the team,
because you're planning yourwedding and you're taking
(21:20):
graduate school classes andyou're doing this.
It's almost impossible for youto take on this level of work If
we don't have thatcommunication and if we don't
have that open door policy.
We can come and talk to meabout this.
I don't know.
So I think an open door policyis really critical, like I said,
and that's that's more thanjust work.
Obviously, I want to understandwhat are their strengths, where
(21:43):
there is opportunity, how wecan come close those gaps, what
are their goals.
But I want to understand what'sgoing on outside of work, too,
because you can't bring yourbest self to work If you have
things going outside of workthat I'm not aware about.
Speaker 2 (21:56):
So when you, when you think about it Michael you
mentioned earlier you know you,you like to get the team
together, you like to get toknow your team.
Where is the how do?
How do you feel?
How would you explain?
Because getting, becausegetting to know your team is
great, but some leaders don'twant the team to know them and
the world, like today, societyis so different where it's hard
(22:16):
for a leader.
When I grew up, it was keepyour personal and your
professional separate, Likenever let your team see you
sweat, Never let your teamreally get to know you, Like
they only get to know youprofessionally.
I've noticed a shift, a swingof the pendulum, Like people
want to know their leader aswell as leaders want to know
their team.
How do you help leaders thatare coming in to make that
adjustment that you can't betotally unknown to your
(22:37):
workforce and expect to knoweverything about them?
Speaker 3 (22:40):
Yeah, I would say it's OK to be vulnerable, it's
OK to be authentic.
I've I've shared a lot ofthings with some of my direct
reports colleagues.
I've been shared with mypersonal family and friends.
I mean these.
You spend a lot of teeth, a lotof time with your colleagues.
Uh, like you said, people wantto get to know you and you're
(23:00):
naturally you're going to wantto get to know them as well.
So, so, don't be afraid to letdown those walls.
Um, obviously, keep it.
Keep it for professionals.
There's some levels of yourpersonal life that you don't
need to share with everybody,but there are aspects of your
personal life that you can openup and share, and I think it's
that's going to bring you andyour team closer together.
(23:22):
That's going to create thatbond.
It's going to create that trustthat we talked about.
So it makes a huge differenceand there's nothing wrong with
with sharing your personal lifewith others.
Speaker 2 (23:33):
Yes, yes, love it.
Transparency and beingvulnerable is huge.
I'm glad that you brought thatup because that's a trust
building factor as well.
So when you think about yourgrowth and trajectory to where
you are, sometimes you thinkyour resume got you there, your
technical skills and all thatstuff.
What role did with having amentor or someone that you just
look at, that you can go talk towhether you call it a mentor or
just informal or not formalwhat role did someone play in
(23:58):
your life for you becoming whoyou are, from a mentor to a
sponsor, to someone that justwas a couple of steps ahead of
you, that was pouring into you?
How important was that for you?
Who you are today?
Speaker 3 (24:06):
Yeah, Um, mentors and sponsors are absolutely
critical.
Um, so I'm.
I don't claim to knoweverything.
I don't think anyone's perfect.
No one knows everything.
Uh, one of the one of thereasons I leverage, like so,
mentors specifically, you canhave someone who's been at the
company longer than you, you canhave someone who's been in the
(24:27):
industry longer than you, longerthan you so they may have just
a certain level of knowledge,expertise, where I can try to
figure things out on my own andI could spin my wheels for weeks
, months, trying to figure itout.
Or if I have the right mentorwho's already been in that
situation or already understandsthe background because they've
already worked on it, it cansave me so much time, so much
(24:49):
effort.
They can make sure I avoid thesame mistakes that they may have
already made.
So it's just a world ofdifference when you have someone
that you can reach out to andask specific questions and get
that guidance.
You have those years ofknowledge, experience, more than
you, that to assist you.
And then, from the standpoint ofa sponsor a sponsor is
(25:12):
important as well I look at thema little bit differently from a
mentor, because a mentor to me,is just providing you with
guidance and knowledge andtutelage.
A sponsor is multiple levelsabove you that is actively
trying to get you to that nextlevel.
They're trying to get youpromoted.
You need an advocate, you needsomeone.
It's more than just guidanceand tips and advice.
(25:35):
You need someone.
It's it's it's not always whatyou know, it's who you know this
is where sponsors become reallycritical.
(25:57):
So every company I've worked for, I've I've made the effort to
identify sponsors, even likeduring my educational journey
while I was an undergrad, whileI was in grad school, I
identified different mentors andeven when I leave a company, I
still keep in touch with thosementors to this day.
Some of my mentors have been inmy network for 15, 20 years.
(26:18):
Just because I transitionedfrom one company to another
doesn't mean there still isn'tknowledge that I can obtain and
advice that I could reach out tosomeone for.
So I'd say it's so importantfor you to have both and it's
it's been tremendous for me andmy growth in my career.
Speaker 2 (26:36):
Yes, yes.
So so you think about it,michael.
A couple of questions.
What's the role of if I'mlooking for you to be my mentor?
There's some, there's aresponsibility I got to be
prepared for.
What's the role that I havewhen I'm, when I'm looking for a
mentor?
What's my responsibility role?
Speaker 3 (26:53):
that I have when I'm looking for a mentor.
What's my responsibility?
Okay, so I'd say, first andforemost, you have some
responsibility to finding amentor.
It's not always just providedto you.
So some companies do have aformal mentorship program where
you may fill out a profile.
You'll list what your strengthsare, what your areas for
opportunity, what you're lookingfor in a mentor, and based off
your profile, it doesn'tactually just match you.
(27:15):
So it's very easy.
You can't assume every companyhas that, or you can't assume
every organization or schooloffers that.
So sometimes you just have toorganically find somebody,
whether that's attendingmeetings or joining an employee
resource group or whatever.
Have you find someoneorganically and reach out to
(27:37):
them.
It can be uncomfortableconversations, but you have to
put yourself out there, reachout to them, ask them if they're
willing to be your mentor.
Nine times out of 10, when Iask someone if they're willing
to be my mentor, they'reflattered and they offer and
they're excited to be my mentor.
The only time I've had someonepush back, they already had, I
(27:57):
think, three or four mentees andthey just didn't have the
capacity.
But even then they didn't justsay, hey, I can't be your mentor
.
They recommended I reach out tosomeone else and connect me
with someone else to be mymentor.
So, first and foremost, youkind of have to put yourself out
there in order to identify amentor and then, secondly, if
(28:17):
you do identify a mentor, youhave to take it seriously.
You have to be respectful oftheir time.
What I've seen a lot of peoplewill get paired up with a, with
a mentor they're they're notsetting up meetings, they're not
following up.
If the mentor tells themspecific actions that they
should take, a couple weekspasses by, a month passes by.
They come back.
(28:39):
They haven't taken any of thosesteps.
If someone's willing to be yourmentor, they're taking time out
of their day.
They don't have to do this.
So you have to be respectful oftheir time.
You have to.
The onus is on the mentee to setup meetings and to take follow
actions If your mentor tells youcertain things to do.
Make sure the next time youmeet with your mentor, you've
(29:01):
taken those actions and you'vetold them based on your feedback
.
These are the steps that I'vetaken.
So do your due diligence.
Be appreciative of someonetaking the time and effort to
help you in their your career,because they don't have to.
So there's a lot ofresponsibility as a mentee to
make sure that you're you're,you're utilizing the knowledge
(29:25):
that they're willing to sharewith you and using it to help
you in your career.
Speaker 2 (29:29):
Yeah, I love it, michael, when you talk about the
person, the role of the mentee.
You know, oftentimes you go andyou just, like the person that
you're there with, don't want tofeel like they're wasting their
time.
So have an agenda, have somevery specific and direct
questions and all and ask.
But it's not just a lunch, it'snot just like let me catch up,
like make it very productive andintentional about those 15, 20
(29:50):
or 30 minutes, whatever the timeis like.
But don't come in and just likeit's a casual conversation,
like put that mentor to work.
They want to work, they want tohelp.
You know I don't want to do 30minutes and we're just going to
catch up on on what the footballgame was like or the baseball
game or how's your family thoseare nice.
But those 30 minutes, like getget to the meat of it and make
it work and come totallyprepared.
(30:11):
That mentor will be a mentorforever if you come prepared.
If you don't come prepared,they probably won't be around
long because they feel likethey're wasting their time.
Speaker 1 (30:19):
Exactly.
Speaker 2 (30:20):
Yeah, so.
So, as you as you step back,here's the here's the final
question what, what pointerswould you give leaders that
that's work, for you still useevery day?
That's that's making youeffective as a leader.
Speaker 3 (30:38):
What are the top three things that you still
practice, you know in your ownleadership journey?
Yeah, so number one, like Isaid, empower others.
I think a great leader is ableto effectively delegate.
When you try to do take on toomuch and do too much and get
into all the details, I thinkthat's where you fail.
So, being able to effectivelydelegate and empower other
people you hire them for areason.
(30:58):
Give them the freedom to do thework, give them the autonomy to
thrive, to grow.
So I think number one is justbeing able to delegate.
I would say number two emotionalintelligence is really big, you
know.
Being able to understand youremotions, understand the
emotions of other people Like Isaid, life happens, Things
(31:18):
happen outside of work and beingable to understand what other
people are going through and beable to accommodate them in
their different situations, Ithink that goes a long way.
And I would say number threemake sure that everyone's like.
Their voice is heard.
So I'm a big advocate ofdiversity of thought and you
(31:40):
know I can have a team of fivepeople, 10 people, 20 people,
100 people.
I want to make sure, in order toget to the best decision,
everyone, I want everyone tovoice their opinions and, like a
trick that I like to use I knoweveryone's not the same.
Some people are more intrinsic,some people are more extrinsic.
I may be in a meeting and I'llsay hey, everybody write down an
(32:02):
idea on the whiteboard.
Or everyone write down an ideaon a post-it note, and let's put
these post-it notes up on thewalls and that way I'm making
sure everyone's voice isincluded, even if you're not the
most outspoken person.
But I feel once everyone'svoice is included, you can get
to the best decisions and thebest strategies and fully think
through all the differentscenarios.
(32:23):
So I'm big on diversity ofthought and I think, as a leader
, it's important that you makesure that everyone feels
included and evolved.
So I'd say those are the topthree Awesome, awesome, I mean.
Speaker 2 (32:35):
I think they're solid too.
So you know, especially in thedepartment, because it's tough A
lot of times you're just doingway too much.
As you said throughout thepodcast is leaders tend to do
too much.
You know versus use a team oftalented people.
So I know you're into you'reinto keynoting and you're
traveling and you're workingfull time, but you love to speak
.
At this point, what are thethings that you speak on?
(32:56):
So, as people are listening andthey're looking for a speaker,
what are the spaces and placesthat you want to be able to
speak on and add value to anyconference?
Can you share some of thatinformation and then share your
contact information?
Speaker 3 (33:07):
Oh, yes, absolutely.
So.
Some of the main speakingpoints that I talk on, obviously
, relationship building.
I wrote a book called the Powerof Networking, so I'll get into
tips on how to build andmaintain relationships.
I also speak heavily onprofessional development.
Learning is a continuousjourney, so there's always ways
that you can grow and develop.
So I speak on professionaldevelopment and professional
(33:32):
development.
I provide interviewing tips tomake sure that people are
successful, whether it'sinterviewing on site at a
company or interviewing atcareer conferences.
I speak on both.
So those are some of the keyareas.
And I speak on leadership aswell.
Obviously, I'm on this podcastspeaking on leadership for
Unpacked, so leadership is a bigtopic.
I have my own website.
It's michaelvmorgancom.
(33:53):
So V is in Victormichaelvmorgancom.
Uh, if you want to reach out tome, they can go through my
website and there's a contact meform.
Uh, you can also find me onLinkedIn.
I'm Michael Morgan, pmp.
I have my project managementprofessional certification, so I
have PMP at the end of my name.
Uh, that makes it easy to findme.
So, whether you reach out to methrough my website or reach out
(34:14):
to me through LinkedIn, I'dlove to connect with anybody.
I enjoy helping people and Iwant to see everyone succeed and
excel in their roles, excel intheir careers.
So there's any way that I canassist you, just feel free to
reach out and I'd love toconnect.
Speaker 2 (34:29):
Awesome, michael, phenomenal guest man.
Thank you for sharing so muchinformation and insight and
allow me to unpack it with you.
You know, for everyone thatfollows us every week, you know
we're going to bring someone onthat's adding a lot of value to
you, and so you shared a lotabout leadership.
You shared a lot about how toreally empower, build trust and
not work so hard where peoplefeel appreciated versus
tolerated.
So we've enjoyed theopportunity to add value and
(34:52):
make a difference in your lives.
You know, unpacked with RonHarvey and Michael Morgan
Michael V Morgan, as y'all arelooking for him, reach out to us
, contact us.
We'll be happy to add morevalue to you.
Until next time, michael and Iwill sign off and we wish you
the greatest and the best daythat you can have.
Thanks again for joining us forour brief broadcast, unpacked
with Ron Harvey.
Until next time.
We're going to say see youlater and have a wonderful week.
Speaker 1 (35:15):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference
where you are, for the peopleyou serve, because people always
(35:39):
matter.
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