Hank Williams
Aim
Confidence
Executive Prescense
Clear Heartfelt Communication
Be The Architect
See yourself as an orchestra leader.
Spend more time at the podium, holding the vision, and directing the overall song.
Notice when you leave the podium to support your instruments.
Identify problems and work toward solutions.
What is the #1 problem that needs to be solved this week and month?
Be specific. Ask others what problem they are working on.
Leadership Presence
Bring awareness to your leadership presence.
Practice a "presence meditation" twice each day for the next 4 weeks. (I'll do this with you during our next few meetings.) Bring awareness to:
1) your breath - awareness of breathing in and out. Visualize your breath.
2) gravity - notice the influence of gravity
3) your body as an energy field - notice the field of warmth all around your body
4) one word that describes a quality you would like more of
Spaciousness - Try on spaciousness as a daily practice. Notice the physical space around you and between you and others. More space helps build more confidence, ability to listen and connect.
Checking in - Once a day, ask yourself, what's in my heart. Take some time to be aware and curious.
Empathy and Connection
Practice being more curious about others on your team, and in many of your interactions. Once a day, for the next seven days, rate others level of happiness from 1 - 10, as a way to tune in more to your feelings and other's feelings How do you know what others are feeling?
Explore seeing and feeling your role as supporting others to look good and to be successful. Experiment with seeing that other's job is to help you look good and successful. How does this feel? In what ways is this attractive or not?
Alignment - be curious about how you and your Team members are aligned or not. Bring awareness to where you are aligned and where there are gaps. Bring curiosity and learning to both.
Vision, Skill and Competency
Start with you: Explore your vision, hopes, and dreams. A journal writing prompt: If everything were to go exactly as you want it to, what will you be doing in 5 years from now. What will you be doing, with who, where?
Vision for your Team: Describe what it looks like and feels like when your Team is working together, effectively. What gets in the way and what supports optimal functioning.
Check in with each of your reports regarding having clear goals, objectives, and timelines, as well as how they are working toward these.
Practices
Name your feelings. Start making this a habit.
Notice and Name when you are triggered, pausing, and bring attention to your breath. A practice you can explore, when triggered:
* STOP - just stop
* BREATHE - take a breath
* NOTICE - what do you notice?
* REFLECT - what story are you telling yourself?
* RESPOND - decide what to do
Reading
Reminders
Simplify, reduce complication
Make simplicity and reducing complication part of your culture. Talk about it. Tell stories. Measure it.
Meditations
360
Most Appreciated
Great to work with.
I can trust him to be empathic and open-minded.
He is never a jerk.
He takes feedback well.
Receptive to feedback.
Humble and flexible.
Apologizes easily.
Willingness to pivot, to own things, and try things.
Optimistic; looks toward the good.
Always listens.
Hard worker.
Dedicated to the team.
Rallies the team.
Has others best interests at heart.
Has a kind heart.
Can be clear and passionate.
He is genuine.
Wants to support the team.
Wants people to succeed and be happy.
I feel empowered to speak with him openly.
He knows how to move conversations along.
He is a good man.
Very focused at times.
Often pushes for neglected areas of the business.
Willingness to talk things through.
Ability to have a product mindset.
Growth Areas
Show up as more authentic.
Be more emotionally grounded; at times his heart can get lost.
More problem diagnosing and bolder steps.
Take hold more of overall strategy.
Build political capital.
More listening.
Let others reach conclusions.
See more nuance before diving in.
More empathy.
More questions, less words.
Need a clear plan and vision for 2024.
Be less of a people pleaser, evoke more respect, less being liked.
Be more decisive.
Narrow his focus; trying to do too many things.
Respond more quickly to the needs of the team and the environment.
Choose more carefully what to be involved in and not be involved in.
More proactive and less reacting to change.
He needs to trust himself more.
Sometimes, just decide!
Needs to express passion for other parts of the business, other than product and engineering.
Trust yourself in order to build trust.
Needs to be more of a beacon.
More empathy.
More clarity about vision.
Clearer goals -- want to get to this revenue number by this date.
Lacking OKRs, objectives and key results
Needs to express a compelling vision; Shift from this being Michael's role.
Share vision more frequently.
Respond to changes in the market; demonstrate more understanding of market forces.
Needs to dream bigger.
We need to feel the excitement from him.
Needs to know the larger picture of the business.
Needs to facilitate communication between business tribes; less silos.
Look for easy wins; for example, performance reviews on time.
He is still finding his leadership style.
Increase velocity of product development
Answer the question: What are we optimizing for?