Latest / Ignoring the Rules: Leadership That Actually Works / Superpower

Transcript

Superpower · Ignoring the Rules: Leadership That Actually Works

0:00
Too many so -called leaders hear what their team
0:03
says, and they do nothing, absolutely nothing
0:07
about it. That's not leadership. That's cowardice.
0:12
The best leaders not only hear feedback, they
0:16
act on it. They make bold changes, and they build
0:21
stronger, tighter teams because of it. And trust
0:24
me, when you start listening and adjusting, Your
0:29
team will have your back like never before. So
0:34
if you're ready to embrace feedback, create real
0:37
cohesion with your team, you are in the right
0:40
place. Because this episode is all about turning
0:44
that feedback into fuel for real change and unstoppable
0:48
teamwork. Welcome to Ignoring the Rules. The
0:53
podcast where I ditch tired management tactics
0:55
and get real about what it takes to lead. I'm
0:59
Wayne Robertson, and today I want to cut straight
1:03
to the point. If you're not willing to listen
1:06
to your team's feedback and actually make changes,
1:09
you're not leading. You're just wasting everybody's
1:13
time. I'm diving into what separates weak managers
1:16
from real leaders. The guts to not just hear
1:20
feedback. but actually do something about it.
1:24
Here's the truth. If you're one of those managers
1:27
who listens to your team and then does nothing,
1:30
you're failing, period. The best leaders, they
1:35
take that feedback, rip up the status quo, make
1:38
the changes that actually mean something. And
1:41
guess what? When you do that, your team gets
1:45
tighter, more loyal, and way more effective.
1:50
So if you're done being a manager who just nods
1:53
along and does nothing, and you're ready to start
1:56
making moves that actually matter, well, stick
1:59
around. I'm talking about how to use feedback
2:02
like a weapon to create an unstoppable team.
2:06
No more excuses. Let's get to work. Great leaders
2:33
know that the best ideas don't always come from
2:37
the top. Ignoring feedback or dismissing the
2:40
insights your team can lead to missed opportunities,
2:43
also low morale, and ultimately a weakened company.
2:49
But when leaders are open to listening, they
2:54
unlock a wealth of creativity, innovation, and
2:58
loyalty that can propel their business forward.
3:03
Feedback isn't just a nice -to -have. It is essential
3:07
for thriving in today's fast -paced world. I
3:12
want to explore some examples of how embracing
3:14
your team's ideas can lead to breakthrough success
3:18
and why ignoring them can be a recipe for disaster.
3:22
So if you're ready to rethink how you lead, let's
3:26
dive into this in the power of listening and
3:29
the dangers of turning a deaf ear. to your team.
3:33
Listening to feedback isn't just about hearing
3:36
words. It's about understanding the needs and
3:40
the concerns of your team. And when leaders actively
3:44
listen, they build trust, they build respect,
3:47
and they make employees feel valued and heard.
3:52
And let's get some practical tips on how to create
3:54
an environment where feedback is welcomed and
3:57
acted on. I've heard some people tell this. Why
4:02
did the business leader bring earplugs to the
4:04
office? So they could block out common sense.
4:08
And how do you tell if a business leader doesn't
4:11
listen to feedback? Well, their inbox is full
4:14
and the team's morale is empty. Not so sure about
4:18
that, but hey, that's the stuff I've heard going
4:21
around. Now, this following story is fictional
4:24
because I need to keep the actual experiences
4:27
confidential. But this story illustrates some
4:31
key issues that arise in getting projects done.
4:35
And I want to talk about John Anderson, the CEO
4:38
of Innovate Tech. That's a tech startup that
4:42
was on the brink of greatness, but also on the
4:46
brink of collapse. John had a wonderful vision,
4:50
but his journey to success was rocky because
4:54
he was missing a critical element, the voices.
4:58
of his team. Now, John had all of the qualities
5:04
that you would expect from a tech startup CEO.
5:07
He had passion, he had drive, and a knack for
5:10
innovation. Fantastic leader. Their products
5:14
were unlike anything else in the market, blending
5:16
the latest technology with sleek, user -friendly
5:20
design. and investors were very interested, the
5:24
media was curious, and the customers were ready
5:27
to buy. But despite all this promise, Innovate
5:31
Tech was struggling to turn a profit. And the
5:35
reason wasn't just about the products. It was
5:38
about John's leadership style. He was known for
5:42
his forward -thinking ideas, but also for his
5:46
reluctance to listen to anyone outside of his
5:49
inner circle. He believed that as CEO, he had
5:54
the final say on everything. Feedback sessions
5:58
became formalities, where employee suggestions
6:01
were often dismissed as unnecessary. To John,
6:06
he was driving the ship, and he knew the destination.
6:10
But the reality? His team members felt unheard,
6:15
morale was plummeting, and the productivity took
6:18
a major hit. The products that could have transformed
6:22
the market weren't getting released on time.
6:25
And the company's financials were sinking. The
6:30
once exciting atmosphere at Innovate Tech had
6:33
turned tense. Talented employees. Talented employees
6:39
started leaving for companies where they felt
6:41
valued and where their voices could make an impact.
6:46
So, one day, during an all -hands meeting something
6:51
happened that nobody could have predicted as
6:56
john was going over the quarterly results skimming
6:59
over the mounting losses a brave employee named
7:03
sarah decided it was time to speak up she had
7:08
seen the potential of innovate tech and knew
7:10
the talent her colleagues brought to the table
7:13
But she also saw the frustration that came from
7:16
a lack of open communication and a CEO who, in
7:21
her view, was out of touch even with his own
7:25
team. Now, to be honest, Sarah's heart was racing
7:29
as she raised her hand and stood up. She was
7:31
terrified. But she knew she had to say something.
7:35
And in a respectful but firm tone, that's always
7:39
important, she pointed out, that Innovate Tech's
7:43
struggles weren't just due to market challenges.
7:46
The lack of open communication and their reluctance
7:51
to accept feedback were dragging the company
7:54
down. Now, to be honest, as she spoke, John was
8:01
visibly taken aback. No one had ever challenged
8:05
him so directly, and especially in front of the
8:09
whole company. But what surprised him even more
8:13
was what happened next. One by one, other employees
8:19
voiced their agreement, adding their experiences
8:22
and echoing Sarah's concerns. After that meeting,
8:27
John took a step back. And he thought about everything
8:30
his team had said. He realized that his top -down
8:34
approach wasn't working. If Innovate Tech was
8:37
going to succeed, it couldn't be... a one -man
8:41
show. His team needed to feel they were heard,
8:44
they were valued, and empowered to make decisions.
8:48
John decided to make some big changes. He started
8:52
by organizing real feedback sessions, no longer
8:55
just formalities, but open forums where his team
8:59
could speak freely. And he made it clear that
9:03
he was there to listen, not to talk, just listen,
9:06
and not to direct. He invited his employees to
9:10
share ideas and questions, and he welcomed them
9:15
to challenge his plans if they saw a better way
9:18
forward. So, to reinforce this new culture of
9:22
openness, John set up innovation councils, where
9:26
teams from different departments could come together
9:29
to brainstorm and problem -solve. and with the
9:33
freedom to implement their ideas. Now, these
9:36
councils weren't led by John. Instead, he let
9:39
his team take the reins, and they were tasked
9:41
with improving products, finding cost efficiencies,
9:45
and enhancing the customer experience, all from
9:48
the ground up. It was a radical shift for Innovate
9:54
Tech. And to be honest, at first, it wasn't easy.
9:59
The employees were skeptical. After all, they'd
10:02
seen John dismiss their input before. But over
10:05
time, as John continued to listen and implement
10:09
their suggestions, the culture began to shift.
10:13
Employees started feeling a renewed sense of
10:15
purpose. They felt that Innovate Tech wasn't
10:18
just John's company. It was their company, too.
10:23
Really important. And the results? They were
10:28
transformative. Employee morale soared. As team
10:34
members felt genuinely valued and connected to
10:37
their company's vision, productivity spiked,
10:40
eventually, not right away, with projects moving
10:43
faster because of fewer bottlenecks. Team members
10:48
had the autonomy to solve problems and make decisions
10:51
without waiting for a top -down approval. the
10:55
atmosphere InnovateTech transformed into one
10:58
of collaboration, excitement, and shared purpose.
11:02
But most importantly, the products that had been
11:05
delayed were finally hitting the market, on time
11:10
and with fewer issues. Customers loved them.
11:14
Investors noticed, and soon InnovateTech's financials
11:18
were turning around. And they were no longer
11:22
struggling. They started to thrive. But the true
11:26
testament to Innovate Tech's transformation was
11:29
the people. Talented employees who had been on
11:32
the verge of leaving decided to stay, and others
11:35
who had left started asking to come back. John
11:39
had done something that many leaders find difficult.
11:45
He let go of his ego and embraced the value of
11:49
the team. It was very painful. But it worked.
11:54
Now, John's story shows us a powerful lesson.
11:58
Leadership is not about having all the answers.
12:02
You can't. It's not possible. Sometimes it's
12:07
about listening to the people who are in the
12:09
trenches every day. And John went from being
12:13
a CEO who thought he knew best to a leader who
12:17
understood the power of collaboration. And by
12:20
making that shift, he ended up saving his company.
12:26
If you're in a leadership role, ask yourself,
12:29
are you truly listening to your team? Are you
12:33
creating a space where people feel safe to share
12:36
their insights and ideas? Because if you are,
12:41
you'll not only build a more successful organization,
12:44
you'll build one where people want to stay. They'll
12:48
want to contribute and they want to grow. Now,
12:52
I want to dig a little deeper into the story
12:55
of John Anderson because I gave you the highlights
12:57
there of what happened. Now, where we left off,
13:02
John was beginning to see the power of listening
13:05
and collaboration after his team bravely voiced
13:09
their concerns about his style. Now, I want to
13:13
explore how he went beyond just hearing them.
13:17
to truly honoring them, empowering his team,
13:20
and transforming Innovate Tech from the inside
13:22
out. So after that pivotal all -hands meeting,
13:27
John knew he couldn't just make the surface -level
13:31
changes. He needed a real cultural shift. He
13:36
needed his team members to feel valued. He needed
13:39
his team members to feel appreciated. He needed
13:42
his team members to feel empowered, not... just
13:46
as employees, but as true partners in the mission.
13:51
So John began implementing three major changes.
13:55
He called them his team -first initiatives, focusing
13:59
on recognition, ownership, and growth. Now, these
14:04
weren't just corporate buzzwords. John committed
14:07
to making these initiatives a core value of the
14:10
culture. So let's start with recognition. John
14:14
realized that for too long he'd taken his team's
14:18
work for granted. They'd put in countless hours,
14:21
sacrificed weekends, and they had solved some
14:24
incredibly complex challenges, all without acknowledgement.
14:30
He'd been so focused on getting products to market
14:32
that he hadn't stopped to thank the people who
14:36
made it all possible, and so he knew that had
14:38
to change. He introduced a new program called
14:41
Spotlight Stories, where every week he could
14:44
highlight the accomplishments of a team member
14:46
in an all -company email. But he didn't just
14:50
list achievements. He shared personal stories.
14:54
He wanted everyone to understand the unique talents
14:57
and hard work behind each success. He'd write
15:01
about how a developer named Alex had solved critical
15:03
coding issue at midnight, or how a designer named
15:06
Pyra had revamped the feature based on customer
15:09
feedback. These stories celebrated the human
15:13
side of Innovate Tech, reminding everyone of
15:16
the individual contributions driving the company
15:19
forward. But he didn't stop at email shoutouts.
15:23
He organized monthly graduate gatherings, casual
15:26
events where team members would share their successes,
15:30
celebrate wins, and recognize each other's efforts.
15:34
And soon, team members started looking forward
15:37
to these get -togethers. They weren't just another
15:40
corporate event. They were a chance for employees
15:44
to feel appreciated and celebrated. So secondly,
15:49
he turned to the issue of ownership. Now, John
15:54
understood that to create real change, his team
15:58
needed more than just recognition. They needed
16:02
to feel like they had a real stake in the company's
16:05
success, and he wanted Innovate Tech to be a
16:07
place where every team member felt they could
16:10
take initiative and contribute their ideas without
16:14
fearing rejection. So, to foster this, he established
16:19
a policy called Project Champions. And in this
16:23
program, every project or major task would have
16:27
a designated champion, an absolute person, a
16:30
team member who would lead it regardless of their
16:33
seniority. These champions had the authority
16:37
to make decisions, organize resources, and to
16:40
lead the project to completion. They weren't
16:44
micromanaged by John or other executives. They
16:48
were trusted. to get things done in their own
16:51
way. By giving team members ownership of their
16:56
projects, John saw a remarkable change in their
17:01
attitudes. People felt empowered to innovate,
17:04
problem solve, and take calculated risks. They
17:08
weren't just following orders anymore. They were
17:11
leading their projects. Team members took pride
17:15
in their work, and that pride translated into
17:18
higher quality and faster delivery times, eventually.
17:22
This shift in ownership also freed John's time,
17:25
allowing him to focus on the big picture vision
17:28
while his team drove projects forward with newfound
17:32
enthusiasm. And then he turned to the third initiative,
17:38
which was growth. Now, John recognized... that
17:43
to keep his team engaged, he needed to support
17:46
their personal and professional development.
17:50
He began meeting with each employee to discuss
17:53
their career goals and asking questions like,
17:56
what skills do you want to develop? And what
18:00
role do you see yourself in a few years from
18:03
now? Because he wanted Innovate Tech to be a
18:06
place where his team could grow and achieve their
18:10
aspirations. And based on these conversations,
18:15
John introduced tailored development plans for
18:17
each employee. For instance, he offered additional
18:21
training sessions, brought in industry mentors,
18:25
encouraged employees to pursue certifications
18:27
related to their roles. But he didn't stop at
18:31
skills training. This is really important because
18:34
he believed that personal growth was just as
18:39
important. So he introduced wellness programs,
18:42
including mindfulness workshops and flexible
18:44
working hours, to support work -life balance.
18:48
He also knew that promotions mattered, and so
18:51
he established a transparent promotion path where
18:54
every employee understood how to grow within
18:57
the company. And the results were incredible.
19:01
Team members were more motivated than ever before
19:03
because they saw that InnovateTech cared about
19:07
their future, not just about the company's bottom
19:10
line. So over time, John's recognition, ownership,
19:17
and growth initiatives transformed Innovate Tech's
19:20
culture. The company went from a top -down structure
19:23
to a collaborative, team -centered environment
19:26
where every person felt they had a voice and
19:30
a role in the company's success. and the financial
19:34
results eventually followed. Productivity surged.
19:38
Projects that had once been stuck in endless
19:40
revisions were now hitting the market on a revised
19:44
schedule. Products became more refined thanks
19:47
to the creative input from team members who now
19:51
felt confident suggesting improvements. Customers
19:55
noticed the quality. Sales began to climb, and
19:58
investors were impressed. And Innovate Tech finally...
20:03
turned a profit. But perhaps the most significant
20:06
change was in employee retention. Talented employees
20:11
who were once on the verge of leaving decided
20:15
to stay. And as word spread, Innovate Tech became
20:19
a sought -after employer in the industry, drawing
20:23
top talent from competitors. John's journey is
20:27
a powerful example of what can happen when a
20:29
leader stops thinking of themselves. as the sole
20:32
driver of success. By recognizing, empowering,
20:36
and supporting his team, John didn't just save
20:39
his company. He made it a place where people
20:42
could thrive. Innovate Tech wasn't just his vision
20:47
anymore. It was a shared vision, built by the
20:50
collective strength of every team member. And
20:55
so John's story reminds us that great leadership
21:00
isn't about having all the answers. Sometimes
21:03
the most profound impact comes from empowering
21:06
those around you, giving them the tools, the
21:09
trust, and respect they need to excel. Recognition,
21:13
ownership, and growth are more than just buzzwords.
21:17
They're keys to unlocking the company's true
21:20
potential. So if you're a leader listening today,
21:25
ask yourself, Are you honoring your team's contributions?
21:30
Are you giving them ownership and the chance
21:33
to grow? Because when you do, you'll find that
21:37
success isn't just about hitting targets. It's
21:40
about building a company where people feel proud
21:43
to work, a company where talent thrives, and
21:46
a company where innovation flows. I want to jump
21:52
in on why feedback is so important. Feedback
21:56
provides leaders with valuable insights into
22:00
their performance, their team's performance,
22:02
and the overall health of the organization. It
22:05
serves as a mirror reflecting the reality of
22:09
the workplace and highlighting areas that need
22:11
improvement. And when leaders actively seek and
22:16
listen to feedback, they demonstrate humility
22:19
and a willingness to grow. This behavior sets
22:23
a positive example for the entire team, creating
22:27
a culture of continuous improvement and open
22:30
communication. Here are some benefits for embracing
22:34
feedback. First of all, enhanced decision -making.
22:39
Listening to diverse perspectives can lead to
22:42
a better decision -making process. It ensures
22:45
that leaders consider all angles. and make informed
22:49
choices that benefit the organization and i found
22:53
that to be so true also you want to increase
22:58
the employee engagement when employees feel heard
23:01
they're more likely to be engaged they're more
23:03
likely to be committed to their work this leads
23:07
to higher productivity and job satisfaction also
23:13
innovation and creativity feedback often brings
23:16
fresh ideas and innovative solutions to the table.
23:21
Leaders who listen to their teams can tap into
23:25
this creativity and drive the organization forward.
23:29
And open communication fosters trust and respect
23:33
between the leaders and their teams, not fear,
23:37
like so many times. It builds stronger relationships
23:42
and more cohesive work environments. So we've
23:48
looked at the positive. What's the negative side
23:50
when leaders ignore the feedback? Okay, here's
23:55
how it can go bad. The decreased morale happens
23:58
when employees feel that their opinions don't
24:02
matter. They're insulted, and their morale will
24:06
plummet. They may become disengaged, leading
24:10
to decreased productivity and higher turnover
24:13
rates. Also, without feedback, leaders will become
24:19
stagnant. They may continue to make the same
24:22
mistakes and missing opportunities for growth
24:25
and improvement. Also, ignoring feedback can
24:29
result in poor decision -making. Leaders may
24:33
miss out on critical information that could have
24:36
influenced their choices leading to negative
24:39
outcomes for the organization. When leaders don't
24:44
listen, They erode trust within the team. Employees
24:49
become more reluctant to share their thoughts,
24:51
fearing their input will be dismissed or ignored
24:55
or made fun of. And a lack of feedback can lead
25:01
to misunderstandings and conflicts within the
25:04
team. Issues that could have been addressed early
25:08
on may escalate, causing disruptions and affecting
25:12
overall performance. How do we foster a feedback
25:17
culture? Okay, there's a few things that can
25:20
be done, and I have proven these to work in more
25:24
than one situation. First of all, encourage open
25:29
dialogue by creating safe spaces where employees
25:32
feel comfortable sharing their thoughts without
25:35
any fear or retribution. And the way you do that
25:38
is no one is allowed to criticize every suggestion
25:42
right away. It's all valid. Later, we may go
25:47
through them and figure out which ones make sense
25:49
and not. Also, as leaders, don't wait for feedback
25:53
to come to you. Actively seek it out through
25:57
regular check -ins, surveys, and feedback sessions.
26:00
And the way that is most effective, I've found,
26:03
is one -on -one. Because a lot of people don't
26:06
want to talk in public, especially if they have
26:09
a different idea than they think everyone else
26:12
does. Also, truly listen to the feedback you
26:18
receive and take action where appropriate. Show
26:21
your team that their input does matter by implementing
26:26
their suggestions and acknowledging their contributions.
26:31
Also, train your team on how to give and receive
26:34
feedback constructively themselves. This will
26:37
help create a more positive and productive feedback
26:40
culture. And this is really important. As a leader,
26:45
model the behavior you want to see. Be open to
26:50
feedback yourself and demonstrate a very great
26:53
willingness to learn and to grow. In conclusion,
26:59
good leaders understand the power of feedback.
27:01
They're willing to listen and to take suggestions.
27:04
Embracing feedback can lead to better decision
27:08
making. increased employee engagement and a more
27:12
innovative and successful organization on the
27:15
other hand ignoring feedback can result in decreased
27:18
morale poor decision making a loss of trust so
27:23
by fostering a culture of open communication
27:27
and continuous improvement leaders can create
27:31
a positive and productive work environment where
27:34
everybody thrives Okay, that's a wrap on today's
27:40
episode of Ignoring the Rules. If this episode
27:43
lit a fire under you and you're ready to start
27:45
leading without the same tired excuses, don't
27:49
keep it to yourself. Share it with your friends,
27:51
your team, your boss, anyone who's fed up with
27:54
the old way of doing things and is ready to make
27:56
real moves. Pass it along. Stir things up and
28:01
let's build a community of leaders who aren't
28:03
afraid to break the rules and actually get things
28:06
done. And if you have something to say, hit me
28:10
up. Feedback is welcome. It's fuel. Please go
28:14
to WayneRobertson .com for the latest and new
28:17
episodes and additional information about this
28:20
new world of getting projects done. You can subscribe
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to my mailing list, find free documents I have
28:27
created, news and information about upcoming
28:30
podcasts. And I also welcome comments about the
28:35
podcast episodes and subjects. you'd like to
28:37
see in future episodes. I don't have all the
28:41
answers. And so I'm always happy to see your
28:44
comments and information. Because we are all
28:49
in this together. And the more we share information,
28:52
the better off we will be. So let us all know
28:56
what you found that works in your projects. Thanks
29:00
so much for tuning in to Ignoring the Rules.
29:02
I'm Wayne Robertson. Hey, have a good one. We'll
29:05
see you next time.