0:02:20	Hi Everyone
0:04:12	Haven't done much with photos lately.
0:04:45	Looking forward to it.
0:05:40	Looks like I do need to send you a photo to hang behind you. :-)
0:07:34	Good day y'all!
0:10:55	Orlando, FL, USA. Director Inside Sales for an large optics and phonics company. Team of 21 people.
0:10:59	audiologist  from Hyderabad
0:11:01	Mark Lewis, Battle Creek Michigan, Leadership Development trainer at a Manufacturing Facility
0:11:21	Calling in from NoVA.  I help proposal teams win new and recompete business.
0:11:29	In Orange County, California; retired U.S. Army officer and retired U.S. Citizenship and Immigration Services Assistant Regional Director.
0:11:52	Senior Project Manager for a large General Contractor.
0:11:56	Can't lay it down.
0:12:25	Mentoring Program Administrator in Michigan
0:12:48	The other guys, MSU
0:12:51	Go Blue!
0:13:19	Sorry about this, Roll Tide!!!
0:13:43	I lived through the lean years.... loving the Saban era of course
0:14:46	Hello hello!
0:15:13	Happy Friday!  What a way to wrap up the week
0:15:51	Hi Art
0:22:40	We are not putting the employees first.
0:22:41	Management is easy until you involve people :)
0:22:45	Managers need to do 2 distinct things...
0:22:45	We need to provide pathways for managers to grow
0:22:49	mission statement of the company dictates the importance of customer vs employee
0:22:51	Leaders aren't being trained well, don't know their jobs well, and don't know their people.
0:22:52	There is a lot of work to do to re-engage people.
0:22:53	Managers don't have a lot available to help them excel.
0:23:04	Manager's need support and coaching as well
0:23:07	Stop giving it only lip service
0:23:12	Managers need to do 2 things:  be a great boss, and build an organizational operating model that's great for people.
0:23:15	Managers are part of the disengaged people
0:23:20	There isn't an understood framework for what creates employee engagement
0:23:28	Remote work isn't helping.
0:23:29	Constant focus on profit margins tend to squeeze out various training, typically manager training
0:23:35	Managers are getting people that do not understand the work requested.
0:23:53	Art, thanks so much!  The honor is mine!
0:24:13	Training/development is focused on tools and skillset - not addressing mindsets.
0:24:14	Remember there is a difference between people setting boundaries versus dis-engaged.
0:24:32	Us vs them
0:24:57	Yes, Empathy is critical these days.
0:25:09	We're still promoting high individual contributors to manager roles and not realizing they're different mindsets, skillsets and toolsets.
0:26:24	If you have people you are leaders, not supervisors or managers.
0:26:28	My role is to empower, enable, and engage my team
0:26:54	I feel "Leader" suits this role better than a "manager"
0:27:01	Mentor
0:27:16	Guide
0:27:19	VC?
0:27:29	Servant leader.
0:27:29	Team Leader
0:27:31	Yes!
0:27:34	inspriationalist
0:27:52	If you're a business within a business, then your boss is like a VC.
0:28:25	What do your people call you?  Mine used "The Boss" as a term of endearment and respect.
0:30:35	It's in the millions.
0:30:37	The operating system should begin when we bring on front line employees. As they are most likely to become the managers
0:32:26	Intelligence, initiative, inspiration, and the desire for collective and individual success.
0:32:37	An OS shares computing resources with multiple "jobs" -- applications running simultaneously.  So a related question might be, what are those "jobs" that managers have to do in parallel?
0:32:45	Cost - same level of disengagement with new managers
0:32:53	If you have authority within your team/department, create a couple roles that allows for some team members to begin to learn/grow your talent with added responsiblies.
0:32:55	They sink more than swim.
0:33:01	You have Managers and Leaders should and not confuse the two.
0:33:40	One phrase I heard recently is "any interaction is an opportunity for learning." So we need to have time to reflect on every interaction to learn from it. But this reflection needs to be deeper than we usually go. We need a coach or sponsor to help, or a rubric.
0:37:04	Applause!
0:38:01	I think the term "corny" kind of indicates a lack of trust or fear of dismissal... not a criticism, just something I've noticed
0:38:06	Agree. The environment is critical. That is where I spend most of my time. The biggest challenge is the other teams we need to work with, especially if their environment is different than ours.
0:39:18	Continual discussion on "connection" is critical as you mentioned as it allows the employees to understand how they contribute to the bigger picture.
0:41:58	I like the distinction between Context (why the work the employee does is important to the company/community) and Connection (why the strengths of the employee contribute to the completion of the work)
0:41:59	So sorry but have to jump for client issue. Very good content!!
0:42:19	3.  Healthy work environment is multi-faceted:  employee welfare, harmonious relationships, managed workloads, reasonable expectations, understanding broader mission.
0:42:35	work and time management, is that part of the coaching?
0:42:50	Building trust not only between you and your staff, but also with your peers and above.
0:43:04	Missing metrics for these
0:43:06	shared goals and direction
0:43:23	7.  Performance coaching should be more unplanned and spontaneous, to the point where they initiate.
0:43:36	New managers do not know how the measure development in these areas
0:43:37	This falls somewhat into #4 (Context), but the managers job is to connect the organizations mission with their departments mission.  Ultimately the manager has to get the job done...and sometimes it's just brute work and may not be "fun"
0:43:38	You've just described 5 kinds of skills:  personal effectiveness, interpersonal skills (a subset of the first), supervisory skills (or whatever we name it), business skills (the content of the work), and organizational skills (the ecosystem).  We could drill down on each of these separately.
0:44:08	As with any goal, how do you determine if your "programs" or implementation thereof are succeeding?
0:44:15	These have to meet at 1 on 1 relationships
0:44:33	Balancing onboarding new team members with providing growth opportunities for current team members. Both take a lot of time, of course dependent upon team size.
0:44:35	what works to for one can be demotivating to others
0:45:00	Someone should be learning something from each encounter.  Either the Leader or subordinate
0:45:07	yes
0:45:24	Your succeeding when your people boast about being part of your team.
0:45:27	Your team has a flow
0:45:31	Feedback from the employees
0:45:31	low turnover
0:45:41	You receive thanks from the people you help
0:45:58	Don't forget what your group's customers say about your team!
0:46:01	You can't keep up with all the improvements and ideas
0:46:03	When other teams and managers come to you for advice and solutions
0:46:34	more open ideas
0:46:37	Do they brag about their jobs and invite people to join.
0:46:44	They trust you and want to do business with you again
0:46:55	Are the managers - a people manager or are they managing process and projects.
0:47:01	Balancing empowerment with managing the work
0:47:40	My approach - we manage processes and lead people
0:48:14	We also see groups building self-managed teams to address a challenge -- but we have lots of groups that are tackling it.
0:48:16	How do you build organizational trust from a low level/new manager position?
0:48:21	Much like selling, we, individually,  appeal to an audience. Not everyone falls within those boundries
0:48:26	This is downward focused, what should you do to be upward focused?
0:48:50	Yes, Jim!
0:49:02	Trust the team, and let them know you're learning from them as much as they learn from you.
0:49:18	Do what you say and say what you mean.
0:49:29	Doing what you say, Say what you do.  Being Honest, Say Please and Thank you!
0:50:21	Do what you say you will do, and be consistent
0:50:33	I think some comes from inverting the Power structure. We typically talk about power based on control, but reall yneed to look at it from a physics perspective: power to do work. We need to enable people to do the most with the least effort. So minimize the energy required to accomplish the most.
0:50:37	Presence - there when needed, less when they need the freedom to work.
0:50:40	Being vulnerable, able to say I don't know, but let me find out.
0:50:51	Your thoughts on Lao Tzu Quote-
A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.	
0:51:03	Challenge - doing it with more remote work.
0:52:17	Highlighting an issue.
0:52:41	The lack of direct involvement changes the perspective.
0:53:25	Reminds me of a truly selfless act being one you don't even remember doing, but had an impact on someone. So no expectations for reciprocation.
0:54:59	Will you have a reference list for the things you mentioned in the 10 programs?
0:55:06	(Swift trust)
0:55:09	and such
0:57:41	https://artpetty.mykajabi.com/leadership-caffeine-jam-session-12
0:58:33	Thank you!
0:58:35	Thank you!
0:58:37	Great exchange!  Thx
0:58:37	Thanks Art
0:58:38	Thank you!
0:58:38	Always enjoyable, thanks Art.
0:58:42	This was great!
0:58:45	Thanks as always!
0:58:45	Thank you
0:58:45	Thanks!
0:58:48	Thanks. Have a great weekend.
0:58:51	thanks, first time and was very good
0:58:53	Thank you!