Ready to Lead Scalable Media Network

As leaders, it can be tempting to bypass team building exercises and just get down to business already. That is a very bad idea.
In today’s episode, co-hosts Richard Lindner and Jeff Mask build a solid case for why leaders in today’s virtual environment can’t afford not to design trust-building experiences for their team. If you want to make an impact—and you want it to be enduring—you have to rally people to do their best work, or it won’t be sustainable. Your dreams and aspirations will crumble, and work will be a drag. When you align people, connect with them, and build deep strong relationships, the output is the best work of your career. You can accomplish way more, way faster, and more profitably when you have a strong foundation of trust. 

Listen in for some great practical advice on intentionally designing organizational trust as a leader.

IN THIS EPISODE YOU’LL LEARN:
3 levels of trust-building experiences you need to implement consistently Creative ideas for shared experiences your team will love and remember 3 big questions to ask during a vulnerability-creating experienceWhat you need to know about assessments before you give them to your team 

LINKS AND RESOURCES:
feedback@readytolead.com (email your thoughts/questions to Richard and Jeff)

OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim AslamDigitalMarketer Podcast with Mark de Grasse and Mandy McEwen

When is a decision yours to make as a leader and when do you entrust it to your team? 
On today’s episode, co-hosts Richard Lindner and Jeff Mask talk about the fine line leaders walk when it comes to making decisions. If you think that being a leader, being in charge, automatically means you make all the decisions, you need to take a step back. Sometimes the biggest decision a leader can make is deciding to delegate that decision-making to someone else. As leaders, we also need to take a deep dive into why we make the decisions we make. Are we being ruled by fear, or do we have the best interests of our team in mind? As leaders, our job is to multiply effective leadership—to lead others well so they may lead others well.
Listen in for some actionable tips and helpful frameworks for making, delegating, and analyzing decisions. 

IN THIS EPISODE YOU’LL LEARN:
Tips for creating decision-making opportunities for your team3 big fears that lead to unhealthy decisions 2 frameworks that can help you make better decisionsThe one thing NOT to say when a poor decision is made on your team 

LINKS AND RESOURCES:
Ep. 35 : A Simple Decision FrameworkFierce Conversations (book by Susan Scott) Decisive (book by Chip Heath and Dan Heath)feedback@readytolead.com (email your thoughts/questions to Richard and Jeff)

OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim Aslam
DigitalMarketer Podcast with Mark de Grasse

What’s one of the single biggest frustrations/struggles for new leaders? Time management. 
 
On today’s episode, co-hosts Richard Lindner and Jeff Mask take on the challenge of helping new leaders manage their time effectively as they transition from an individual contributor role to the role of manager. That shift is no joke, they say. And hopefully it helps to know that you’re not alone. No less than 100% of leaders find this difficult. And no two leaders approach time management the same way. Jeff and Richard don’t. Their suggestion is to learn as much as you can, then put a plan into action. Think of it as an experiment. If it doesn’t work, and you have to change it, that’s still a win. It’s a stepping stone on your way to success.
 
Listen in for some helpful guidelines and frameworks you can test out as you transition into leadership.
 
IN THIS EPISODE YOU’LL LEARN:
How the 3 Ps and the 4 Ds can help eliminate frustration and challengesHow to use the Eisenhower Matrix as you plan your day, week, and monthThe pros and cons of a player-coach roleHow and why to use day-theming in addition to calendar-blocking
 
LINKS AND RESOURCES:
RTL 02/14 episode on delegating feedback@readytolead.com (email your thoughts/questions to Richard and Jeff)
 
OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim AslamDigitalMarketer Podcast with Mark de Grasse

When was the last time you praised someone on your team with specific, authentic feedback?
 
On today’s episode, co-hosts Richard Lindner and Jeff Mask talk about the absolute importance of leaders expressing appreciation and acknowledgment for the work their team is doing—in a consistent way. If you do it randomly, whenever the urge strikes, it probably won’t happen. You need to build this mechanism into your weekly routine. They share some helpful stories (both good and bad) and some actionable ideas for appreciating your people and inspiring them to greatness. We often glaze over this issue, but it can be one of the easiest and most powerful things we do as leaders. “The ripple effect of this is literally incalculable,” Jeff says.
 
Listen in for some helpful and tangible tools and frameworks you can put into action today.
 
IN THIS EPISODE YOU’LL LEARN:
How to do a quick self-audit to see how you’re doing in this area of affirmation Tips for offering feedback that is consistent, authentic, and specific Creative ways to offer praise in a virtual workplaceHow often to offer praise/appreciation (and why frequency matters)
 
LINKS AND RESOURCES:
The New One-Minute Manager (book by Ken Blanchard)The 5 Languages of Appreciation in the Workplace (book by Gary Smalley)feedback@readytolead.com (email Richard & Jeff and toot your own horn)
 
OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim AslamDigitalMarketer Podcast with Mark de Grasse and Mandy McEwen

The transition to leading virtually hasn’t been easy. It helps to learn from people who have been doing it for a really long time.
 
On today’s episode, host Jeff Mask sits down with Ralph Burns, CEO and founder of Tier 11 and co-host of the Perpetual Traffic podcast, to talk about his new book, Virtual Boss. Jeff planned to just skim the book in preparation for their interview, but he couldn’t stop reading. He loves that it’s written from the actual trenches of virtual leadership, not some theory. Ralph has put in the work and has applicable, useful info for today’s leaders in virtual spaces. The guys geek out over human psychology together, talk about building trust and getting the most out of your team, and dig deep into what truly makes a leader great.
 
Listen in for some encouragement and advice from a long-time (and well-respected) virtual leader. 
 
IN THIS EPISODE YOU’LL LEARN:
What leaders need to know about human psychologyTips for transitioning from in-person to virtual leadershipHow constructive reprimands can actually build trustWhy emojis are key to Ralph’s company being a virtual organization 
 
LINKS AND RESOURCES:
 
Virtual Boss (Ralph’s new book)
 
Perpetual Traffic podcastTier 11 
 
The 4-Hour WorkweekThe Motive
 
feedback@readytolead.com (email your thoughts/questions to Richard and Jeff)
 
OTHER SHOWS YOU MIGHT ENJOY:
Business Lunch with Roland Frasier and Ryan DeissPerpetual Traffic with Ralph Burns and Kasim AslamDigitalMarketer Podcast with Mark de Grasse and Mandy McEwen

“How in the heck do we keep people?” is the question on every leader’s mind right now in the midst of The Big Quit happening all around us.
 
In today’s episode, co-hosts Richard Lindner and Jeff Mask sit down to talk about the tension of employee retention. Specifically, retaining the most talented people who are the best fit for your company. Of course you don’t want them to leave. And as difficult and scary as that thought might be, there are some really simple (not easy) ways to make sure it doesn’t happen.
 
Listen in as they share some dos and some don’ts of keeping the right people on your team.
 
Retention Starts with the Leader’s Mindset 
As Jeff and Richard talk to other people at different levels of leadership organizationally, they’re hearing a lot of stressful talk about retention. How do we keep people from leaving? Why are they leaving? Is this my fault? Tell me what to do!
 
Jeff says one aspect of leadership that can happen is that you finally find the right team, a great fit, and you develop a scarcity mindset of “I hope nobody leaves.” He had a manager once with this underlying attitude of “I’m paying you well. You should be grateful. Your only way to grow is in this company and nowhere else.” The employees felt like they were under his thumb, like they were owned.
 
He believes this is why much of the workforce is saying, “I’m done with this. I don’t have to keep enduring what I’ve endured. I don’t have to put up with this fear-based tactic.” Covid has opened our eyes to what matters, to what we’re willing to put up with.
 
Jeff thinks that the lack of care and love for individuals is what has led to the Great Resignation. It’s not the only thing, but it’s a big part of it. It’s time to rethink and not repeat the habits and behaviors of that manager. Have you had that leader? Have you been that leader? Are you that leader right now? 
 
We need to talk about how to retain people in a more healthy, holistic, long-term way of thinking, instead of a short-term, scarce, fear-based way of thinking. Some things are obvious. Don’t make your team members feel owned. Don’t posture as if they’re lucky to have this job. Don’t ask for inappropriate chunks of their personal time as the norm. Other things are less obvious and will take some thought and maybe even some trial and error.
 
Building a Sense of Belonging 
A sense of belonging is so important in a workplace, but how do you build that? Richard has tried some things in the past that just didn’t work. They did team lunches once a week one time. The budget ballooned, and people would get their food and sit in the corner with their cliques. It had little to no effect on anyone’s sense of belonging.
 
If you’re not prioritizing knowing your team, there’s no way you’ll know what to do or if it’s working. You need a cadence of communication. Jeff and Richard believe weekly one-on-ones are the key. They’re one of the best retention builders. And you need to posture the one-on-one as their time, not yours. Your “agenda” is getting to know them first and giving them clarity second. Building relationships is key. It’s easy for an employee to leave when there’s no relationship. 
 
Jeff plays devil’s advocate for a minute. “Weekly one-on-ones? You don’t realize how busy I am or how many people I’m leading. We work together daily. We don’t need one-on-ones.” 
 
Yeah, you do. Doing meaningful work together is great. Get stuff done and that builds bonding. But if you only do that, and you don’t dedicate time to finding out their hopes, dreams, and aspirations, it won’t be enough. This is not a secondary...