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Gearing up for 2023 · The Business of Alignment - Powered by The E1B2 Collective

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  I've always wanted to help organizations have authentic
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  laid-back conversations with employees at the end of the
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  year. And what I mean by authentic,
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  lay back. I've wanted those conversations
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  to be incredibly vulnerable, incredibly honest transparent.
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  If they need to be tough, they need to be emotional.
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  So be it. I've one of them to be in a
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  setting where it feels a little bit more comfortable.
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  It feels a little bit more safe. and I've wanted to make sure
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  that organizations know that the data that comes from these
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  conversations should be dated, that is utilized in q1 of the
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  following year and I think towards the back end of the
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  year, At a human being level. But definitely at an
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  organizational level is the best time to reflect is the best time
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  to think is the best time to ponder is the best time to gear
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  up to make new changes. And so I have a few thoughts
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  here that I would love to share questions, Concepts thoughts
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  that I believe, every single manager, supervisor director VP
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  should be, should be discussing with their team members to gain
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  Clarity, to gain, understanding to, to set set the stage better
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  for the next year. Q1 few thoughts here.
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  First question that I want every single manager and leader to ask
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  their people is when it comes to direct report communication
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  style, right? So me being a supervisor, the
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  way that I communicate with you directly, I want you to
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  understand first and foremost, the importance of one's
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  communication Style. And how communication style can
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  can can be a lot of different structures and systems around
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  it, right? Like, like communication can be
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  simply your tonality of your voice.
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  Communication can be, how often, and how consistent you
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  communicate with your direct reports?
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  And your team members communication can be what you
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  actually say. It can be when in the moments in
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  which you say it, it can be the things that you actually say in
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  the a lot, the amount of information that you actually
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  explained and uh, Unpack. It can be a multitude of things.
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  And so you as a leader should understand the contextual
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  nature, that contextual desires, That your people want to have
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  when it comes to your personal communication style.
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  So if I'm sitting down with Sarah today and I say, Sarah
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  walk me through the contextual communication style that you
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  would like to see more from me and in 2023 world she may talk
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  about a numerous going to talk about a number of things.
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  She may talk about well when you're stressed out and when
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  things aren't necessarily going Route, when you couldn't when
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  you communicate with me, I never told you this, but I struggle
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  with anxiety. I struggle with moments where I
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  feel incredibly uncomfortable, because when I'm seeing you, you
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  know, heighten your in an, Escalade, your voice in their
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  tonality of your voice. When I see the you're stressed
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  out, I care so much about the company.
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  I care so much about you. It triggers me.
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  And instead of me rising to the occasion, based off of how I
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  grew up, it actually scares me and actually puts me into a
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  threat. Response.
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  It actually makes me feel incredibly uncomfortable.
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  It actually makes me feel like I can't get any more work done.
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  It makes me feel like, I'm, I'm scared to move in any which
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  direction. And so, you being a leader
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  hearing that hearing that vulnerability here that Honesty.
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  There may be some changes that could be made that can impact
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  and benefit everyone involved. So, that's number one questions.
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  That should be asked, and then conversations, that should be
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  brought up career. Mappings another category and
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  question that I think is incredibly important.
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  Every single employee that you're leaving, I guarantee has
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  a goal, career-wise. I guarantee it.
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  They may want more money. They may want a new title.
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  They may want to restructure their role.
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  Currently, they may want to have more opportunities in the 2023
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  World. They may want to have an
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  adjustment of workflows they want.
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  Something something. Can be improved, something from
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  a career mapping perspective can be different.
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  Talk to them, where you going. Where do you want to go?
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  You know, think about, you know, what I can do as a leader to
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  support you where you want to go?
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  Do I need to double down more on Learning and Development?
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  Do I need to double down on an exposure?
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  Do I need to double down on the information that I share with
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  you so that you can just be around where you inevitably want
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  to go? Do you want to have at some
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  point in life my position? Do I need to sit down at a very
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  detailed micro variable and explain every little thing that
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  I do and allow you to Shadow me, allow you to be around.
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  Me and really understand some things.
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  Do I need to put you in my Learning and Development moment
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  that you feel will be contractual to your Learning and
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  Development style and needs. What can I do to support where
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  you want to go? And really you as a leader
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  understanding that detailed like understanding that at the
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  detailed level understanding where they want to go, what they
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  want to do with the time period around it, what you can do to
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  support them personally and then being able to translate
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  translate that into into the q1 efforts that you that Apply.
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  As you try to lead taking that information and sharing with the
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  HR department, taking that information and sharing it with
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  your VP. If you're just a director and
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  really working hard to take that data and cultivate a plan for
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  that individual cultivated plan, just for that person.
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  Cultivate a plan that will speak to them, and no one else getting
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  that. Contextual should be something
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  that happened to be on at the end of the year here.
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  Give me one more and then we'll wrap up here.
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  Real life. Support is actually one that I
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  think we need to put more effort on family needs financial needs
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  workflow adjustments moments in life where you typically have
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  the support and friends but due to certain circumstances you
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  know you're having a lot of things changing with your
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  friends and your family and you may be pulled from your work
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  Mental Health. Work-life balance days off,
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  maybe you should know from your team members heading into 2023
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  heading into q1, what life looks like for them.
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  At a personal level. What life looks like familywize.
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  What life looks like mentally wise.
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  What life looks like financially as much as you're comfortable
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  sharing. What life looks like from a
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  work-life balance. What life looks like as it
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  pertains to how families going to be extracting and draining
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  their energy. You as a leader need to know,
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  what can you do personally Even if you have to go up above you
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  go to your VP. Go to the c-suite, go to the HR
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  department and get clarity is good, green lights, whatever you
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  need to do. You need to know personally,
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  what you can do to help this direct report as a pertains to
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  the real life. If I were doing this for my
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  mother, I would change workflows.
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  I would change times, I would make, I would make the schedules
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  in which he needed to come and go into work.
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  Very contextual to the things that are happening with her
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  daughter and things that are happening with her own mental
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  health. The things that are happening
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  with her own, you know, restrictions.
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  I will be very, very, contextual enough pathetic as much as I
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  could be, but there's no way that I would even know these
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  things. Unless I'm having a very deep
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  contextual conversation. So the point is this You need to
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  have these really contextual nuanced conversations at scale
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  and the only way you can do that at scale but I also have it.
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  Very contextual is to assign every manager of a five-person
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  6% 7%. Team to had these one-on-one
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  conversations and utilize these categories and get very
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  vulnerable, give very deep give. Every Nuance get very contextual
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  and really understand what's happening in the minds of your
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  people. Take that data, go to the VP, go
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  to the HR team, go to the c-suite, do whatever you need.
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  Do, but take the data and make change, and make sure that your
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  people feel that change in q1. As always just a few thoughts,
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  just a few perspectives. Let's crush the end of the year.
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  We'll talk soon. Let's crush the end of the year.
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  We'll talk soon.