Relationship with Team
Speaking well of someone is one of the few things that blesses you, them, and everyone listening at the same time. You may have sat in a meeting where a colleague did something excellent, you knew it, and the conversation moved on before anyone said so out loud. C.H.E.W. with Me New here? What is CHEW? —…
A direct report walks into your office with a problem, lays it on your desk, and before she has even finished the sentence you have already started solving it in your head. It feels like leadership. Half the time it is actually theft — you are taking a growth opportunity that belonged to her. C.H.E.W.…
You have a 360 review, an annual survey, and a leadership coach, and you still might not know what your team actually thinks of you. NUnless you make intentional effort to get real feedback, none of those tools can surface what’s genuinely going on. C.H.E.W. with Me New here? What is CHEW? — a 30-second practice that…
In a leadership update, maybe you said “we” landed the account. Everyone in the room knew exactly whose idea actually closed it, and it wasn’t yours. Nobody corrected you out loud. But your best people were doing math in that meeting, and the number they were calculating wasn’t the deal size – it was whether…
The complaint reaches Moses secondhand, the way most leadership problems do. Someone ran to Joshua first. Joshua, fiercely loyal and probably more protective of Moses’ standing than Moses is himself, brings it straight to the top: two men, Eldad and Medad, are prophesying in the middle of camp instead of at the tent of meeting…
You already know who’s going to talk first in your 9 a.m. You could write the transcript before the meeting even starts — same opening line, same confident tone, same person filling the first thirty seconds of silence before anyone else gets a foothold. Maybe it’s you, maybe it’s someone else. Meanwhile the person who…
A founder with could apologize for almost anything — a missed email, a rescheduled meeting, a short tone in a Slack thread — except being wrong about a decision. He’d say “I hear you” and “let’s look at the data again” and “I think we can find a better path forward,” fluent in every phrase…
Tom had rehearsed the opening line of Monday’s 8am huddle three times in the parking lot before he ever walked in. He’d chosen his words carefully — calm, direct, no hedging. But by the time he sat down at the head of the table, his ops team had already read the whole meeting off his…
Stephanie handed the vendor renegotiation to her newest manager Friday afternoon with a one-line email: “This is yours now — good luck.” By Tuesday morning, the manager still hadn’t opened the file, and it wasn’t laziness. He had no idea what authority he actually had, what had already been tried with this vendor, or whether…