Both Wes and Courtney emphasize the critical importance of establishing consistent cadences and patterns for effective management. Wes has developed what he calls "really solid patterns around one-on-one team meetings reviews" that he openly shares within his organization. His approach centers on creating predictable weekly rhythms where "there isn't a week that goes by that is the same but every week is the same there's a cadence of like the types of activities that are gonna happen throughout the week." This systematic approach helps managers scale their effectiveness beyond just handling immediate work tasks.
Courtney's productivity philosophy focuses on making management systems work for the individual manager first. As she explains, "my biggest tip on getting started was making the cadence work for you because for me that was tricky balancing my own workload um having direct reports knowing i needed to meet with them having no idea how often." She advocates for weekly one-on-ones as the optimal frequency, recognizing that consistency in these human connections prevents larger problems from developing. Both managers stress that these structured approaches aren't just about efficiency - they're about creating sustainable systems that support both manager effectiveness and team member growth.
The conversation concludes with a powerful call for more peer-to-peer learning among managers. Courtney emphasizes the unique value of "this like kind of lateral conversation of what do you do and how is it effective and what works and what doesn't work" rather than the typical top-down management training. She reflects on her own management journey, noting "back to being manager i didn't really have anyone to pull on say what do i do from the sides but i felt like i had to do it if it came from the top down rather than creating my own authenticity through seeing multiple examples."
Wes reinforces this collaborative approach, highlighting how "managers talking to managers" can create transparency about successes and challenges across teams. Their shared message is clear: effective management isn't about following rigid corporate protocols, but about developing authentic systems that prioritize human connection and consistent support. As Courtney's business tagline suggests, the goal is ultimately to "help others in business get better bosses" - not through mandated training programs, but through genuine peer learning and the courage to prioritize the human elements of leadership.
"We're humans right about getting the work done right within the human space. That human aspect that no one tells you about... you might have been working next to someone for three or four years and never knew those personal very intimate things that are happening in their lives that they will share with you because it is affecting their work."
— Wes Discussing how managers need to be prepared for the deeply human conversations that come with one-on-ones.
"You don't have to be someone's therapist as a manager but you need to understand it's coming and it's real and it's going to impact everything that your person does."
— Courtney Explaining the balance managers must strike when employees share personal challenges during one-on-ones.
"It's not just another meeting, it's not something that we skip... it's not the time to just hang out... and it's not diving into the work... it's not the only time we meet."
— Wes Setting clear boundaries about what one-on-ones are and are not to maintain their effectiveness.
[0:00] so welcome it's good to see you again [0:04] so i wanted to introduce you you guys um [0:07] so [0:08] wes and i work in advent health [0:11] and i met with courtney few weeks ago [0:14] for a podcast interview it's one of the [0:16] best interview i had [0:19] um [0:20] so wes do you want to introduce yourself [0:22] to courtney [0:24] uh sure i'm wes hi no i'm just kidding [0:26] um [0:27] yeah [0:28] i i'm the ux manager at advent health um [0:32] in the digital group uh we have anywhere [0:35] from [0:37] five to [0:38] nine people depending on what the [0:40] group's size is so it's it's a small [0:43] group but um [0:45] i helped kind of bridge that gap between [0:47] the pos and the developers and [0:49] encouraging uh the uxers to keep that [0:52] conversation going which is a really [0:54] important part of our job but um i [0:57] helped you know kind of mentor them and [0:59] then i'm also a co-organizer of downtown [1:02] orlando ux which is we're going on our [1:05] seventh year now [1:07] and [1:08] um [1:09] we made about everything ux and it's [1:12] central florida focused but we have [1:15] people from all over the like nation and [1:18] we had people in like syria attend the [1:20] other day so [1:22] um so yeah it's it's a pretty good group [1:25] and um we cover all kinds of topics in [1:28] there too [1:29] hi courtney i feel like that is the [1:31] easier approach [1:32] courtney um i wear a malted like mini [1:35] hats but i work as a change management [1:38] consultant for a small [1:40] startup called work well [1:42] and then i also have started my own [1:44] business called management excellence [1:46] and it's about supporting new managers [1:49] in their transitions into management but [1:52] helping them develop skill sets that [1:54] are so critical for success like empathy [1:56] and vulnerability and follow-through and [1:58] just helping get those skill sets [2:01] developed so that they can have a better [2:04] foundation for growth in their career [2:05] but also to help others in business get [2:08] better bosses [2:11] cool [2:12] you're somebody who is trying to help [2:14] all the managers and um you're trying to [2:17] make a world where [2:19] employees have a better managers right [2:21] and wes is one of the example of those [2:23] type of managers who is good and [2:26] he's somebody who i go to [2:28] when it comes to a consistencies when it [2:31] comes to [2:32] for example team meetings he has a [2:35] really solid patterns around one-on-one [2:38] team meetings reviews and all [2:41] um [2:42] and he openly shared with the group our [2:45] digital group so [2:47] and courtney you you recently posted a [2:51] uh a linkedin post on one on one [2:54] uh and [2:56] uh i shared that with wes as well it has [2:59] an extensive [3:00] multiple slides that goes through not [3:04] only [3:05] the mechanism but also why [3:07] around different things so i thought [3:11] this could be a good um topic for us to [3:14] come together and just openly talk about [3:17] it [3:18] uh share [3:20] probably you have [3:22] you both have slightly different uh [3:26] steps [3:27] but obviously the the philosophy behind [3:29] is same so i thought uh having a [3:32] conversation and i record that and post [3:35] as a podcast so that's why i am [3:38] connecting you guys maybe we can start [3:40] with um [3:43] your philosophy your idea behind [3:45] one-on-one yeah [3:47] do you want me to start with or would [3:48] you like to sure yeah i did just uh to [3:51] let you know i did read your [3:53] your uh post that you did there so i'm [3:55] familiar with what you said there and if [3:57] you want to reiterate it for the [3:59] recording though that's awesome too [4:01] yeah um a lot of what i posted so i post [4:04] some through instagram format so i try [4:06] to use that format and then kind of put [4:09] it into linkedin just so i can save some [4:11] time [4:12] because i have a audience who i tend to [4:14] work with just to be transparent who [4:16] tend to reach out to me are usually [4:18] younger females entering into a [4:20] management position who are nervous [4:22] um about [4:24] you know kind of have perfectionist [4:26] tendencies or don't know how to step [4:28] into an authoritative role feeling like [4:30] they have to shift their personality a [4:32] little bit to be [4:33] in control or just how to be assertive [4:36] without having to shift kind of their [4:38] authenticity so that's kind of who [4:40] some of my language gets targeted at [4:44] but for one-on-ones when i started [4:47] managing [4:48] so [4:50] wes i started managing when i was 16 i [4:52] worked in a deli and i got thrown into [4:54] it when the hiring manager or when the [4:56] manager on duty just kind of walked out [4:58] one day so it was a really interesting [5:00] kind of introduction it was a family uh [5:02] owned not my family but a friend's [5:04] family's own deli they're like you're [5:05] capable jump in be the team lean you [5:08] know help us be the assistant manager [5:10] you got this that was that there was [5:11] nothing besides like here's how you [5:13] manage your labor margin don't go over [5:15] it good luck you know it was very basic [5:18] and that trend continued [5:20] when i was a wedding planner and i had a [5:22] team of about 20. there wasn't any [5:24] structure for how do i engage with the [5:26] individuals that report to me and then [5:28] in the corporate space i worked for [5:30] prosci for the last 10 years which is a [5:32] organization that focuses on change [5:34] management [5:36] and a methodology surrounding [5:38] so at my peak i had about almost 40 [5:41] direct reports i was a global director [5:43] there um and when i started i was um [5:46] introduced into the entry level team and [5:48] that trend continues here's your 15 [5:51] people there was no here's how you have [5:54] a conversation with them here's how you [5:56] help them grow in their career here's [5:58] how you help communicate the business [5:59] needs to your employees [6:01] none of those pieces really got tied [6:03] together [6:04] and i found a lot not everybody some [6:06] organizations have amazing manager [6:08] training programs but [6:09] not most and so a lot of people are in [6:11] that space so that's why i started um [6:14] kind of writing that post was to help [6:16] people if you've been you know put into [6:17] this position how do you get started um [6:20] so that was my biggest tip i think so [6:22] maybe we can start there so i don't [6:24] dominate the conversation my biggest tip [6:26] on getting started was making the [6:28] cadence work for you [6:30] because for me that was tricky balancing [6:32] my own workload um having direct reports [6:36] knowing i needed to meet with them [6:38] having no idea how often so that was my [6:41] my biggest is what's the cadence um to [6:43] meet with and so my recommendation and i [6:46] generally believe this and i'd love to [6:48] hear your thoughts as [6:49] every week [6:51] if you can [6:53] and i'm happy to share background on why [6:55] but i'll kind of get your perspective on [6:57] what i've said so far [7:00] yeah i support that 100 too uh i will [7:04] say that i have had people that have [7:06] reported to me that have [7:08] maybe asked for a little bit more of a [7:10] gap right like alternating weeks or [7:12] something depending on where they're at [7:15] in their careers too they're like hey [7:18] but something that's really important to [7:19] me i i have at the top of the invite for [7:23] one-on-ones is [7:24] what this is and what it isn't and one [7:27] of the things is it's not just another [7:29] meeting it's not something that we skip [7:32] and [7:33] you know it's important and it's not the [7:35] time to just hang out right there is [7:37] kind of uh [7:38] an expected thing and it's not diving [7:41] into the work [7:42] um let's look at a project that we have [7:45] the most urgent project it's really easy [7:47] to do that i find um that people [7:49] immediately they want your time [7:52] so one of the other things that it's not [7:53] is the only time we meet right like it [7:55] shouldn't be [7:57] the only time that we talk because i [7:58] i've found that over the years that [8:00] people go well we're going to meet with [8:02] each other on tuesday so we'll just talk [8:04] about this then [8:06] it's like well then we're not doing the [8:07] work right the the one-on-one is really [8:10] about that career growth and the kind of [8:12] things that you shared in your post and [8:15] um what can we do to eliminate blockers [8:18] um all of those kind of things you know [8:20] when i when i was reading through i was [8:22] like yeah this is great and [8:24] i i do outline that in the invite right [8:27] like to let them know and remind the [8:29] folks on the team that this is and [8:31] remind me that that's what this is about [8:33] because it's really easy to slip into [8:35] that mode of [8:36] diving in deep like the cadence is [8:38] important um [8:40] but i find that with success for most [8:43] things um [8:44] if you can have a regular expect you [8:47] know like not there isn't a week that [8:49] goes by that is the same but every week [8:52] is the same there's a cadence of like [8:54] the types of activities that are gonna [8:56] happen throughout the week [8:58] we might have to solve a different [8:59] problem we might have to figure [9:01] something out but um we're continually [9:05] okay this kind of thing activity there's [9:08] a space for it and um sometimes that [9:10] will get shifted around but [9:13] that's just as important for a 101 in my [9:15] opinion [9:16] yeah i like that what it is not that's [9:18] really important and yeah i think [9:21] i found [9:23] when i've seen frustration in [9:24] organizations or people who are burning [9:27] out there's a lot of that gap [9:30] of that kind of intimate conversation [9:32] about what's really going on what do you [9:34] need help with [9:35] where do you want to go in your career [9:37] what are you struggling with because [9:39] they do get overtaken with the project [9:41] so and so needs this by this time where [9:43] are you at oh how can i help you you [9:45] know like that mentality gets taken over [9:47] so i really love that because i think [9:49] that's what's comfortable right we know [9:51] the project work and we have timelines [9:53] and it's also our responsibility to make [9:56] sure they get it done so it's easy to [9:58] take that one-on-one dedicated time over [10:00] rather than letting it be what it's for [10:03] which i think is for that relationship [10:06] building their growth [10:08] all of those aspects that we talked [10:09] about [10:10] yeah i was on a call earlier today and [10:13] it wasn't related to one-on-ones um but [10:15] someone said you know we're humans right [10:17] about getting the work done right [10:19] within the human space [10:22] and i think that is something that like [10:25] a lot of leadership training and a lot [10:27] of the articles you read will be about [10:30] like [10:31] how we can regularly get through these [10:33] things but that human aspect that no one [10:36] tells you about right it's really [10:38] important to know especially for new [10:40] managers that like hey i wanna that's my [10:42] next step in the career a lot of times i [10:44] ask people why [10:46] what is it that because you're probably [10:48] not going to be doing the thing that you [10:50] do now if you're going to be a manager [10:52] if you are being a manager and doing the [10:55] same thing that you're doing right now [10:57] you might not have this the capability [11:00] to scale [11:01] what's necessary if you're a team of two [11:03] or something that probably will work but [11:04] as soon as you start to get more than [11:05] that [11:06] and the thing that will surprise you the [11:08] most it's really easy for someone that's [11:10] like been a manager for a little while [11:12] to take for granted is those human [11:15] conversations um [11:17] where people tell you about some of the [11:19] things that like you might have been [11:21] working next to someone for three or [11:23] four years five years eight years [11:25] and never knew [11:26] those personal very intimate things that [11:29] are happening in their lives that they [11:31] will share with you [11:32] because it is affecting their work and [11:35] in a positive or a negative way or [11:37] whatever it is [11:39] it can influence what they're doing and [11:41] being prepared for that i think there's [11:43] not a lot out there that prepares you [11:45] for those human conversations you've [11:48] summed up what i want to do with my [11:50] management excellence perfectly there [11:52] just isn't and it's i mean we talked [11:54] about this last time the node it's so [11:56] uncomfortable sometimes too you like [11:58] don't know in those first like i [12:00] remember just being so anxious for every [12:02] one-on-one for that exact reason i'm [12:05] like all right i have our project [12:07] checklist i know exactly what we need to [12:09] get done this week feeling good and then [12:11] someone you know loses a loved one or is [12:14] struggling with their own mental health [12:16] or is going through a breakup and [12:18] there's these things that you're like i [12:20] didn't expect this and i have no idea [12:23] what to do and you can really struggle [12:25] through you know making it worse if [12:27] you're not prepared you don't have to [12:29] like one thing i said you don't have to [12:30] be someone's therapist as a manager but [12:32] you need to understand it's coming and [12:34] it's real and it's going to impact [12:37] everything that your person does and [12:39] it's going to impact you too because [12:41] you know i think most managers do tend [12:43] to genuinely care about the people good [12:45] managers tend to genuinely care about [12:47] people who report to them yeah for sure [12:49] and you know when you start getting [12:51] overwhelmed as a manager and you start [12:53] to go i don't have time to have these [12:56] moments [12:57] that's when that starts to [12:59] feed back and so where you where you [13:01] talked about [13:03] it's really important to have that 101 [13:05] be focused on that don't be distracted [13:07] and those kind of things because those [13:10] moments can occur i think [13:13] new managers sometimes can be [13:15] also in a organization that's growing [13:18] and then [13:19] they don't have those support pieces in [13:21] place i think we're we're fortunate at [13:24] advent health that there are [13:26] hr resources for mental health and for [13:29] people that have loss and there are you [13:31] know prayer groups at advent health as [13:33] well that people can reach out to that [13:36] that give their tools for a manager that [13:39] if you don't have that in an [13:40] organization like advent health finding [13:43] that stuff and getting it in your [13:45] toolbox that you know is reliable too [13:47] right like that it's not something [13:49] because people aren't going to respond [13:51] to the same kind of help you know and um [13:54] it [13:55] it's important to have that stuff um [13:58] on the ready if you will and sometimes [13:59] you'll just [14:00] it'll be by need something will happen [14:03] and then you're like [14:04] let me help let me try to see what i can [14:06] do and try to find out [14:08] and then [14:10] save that information because it's not [14:11] going to be the first time you probably [14:13] are going to have to use it oh yeah and [14:15] as the manager it's not only your [14:17] responsibility but also [14:19] from their perspective they rely on you [14:23] to provide these resources provide these [14:26] information [14:27] yeah that and that reliance can build [14:29] such a pressure when you especially when [14:31] you're new to the point [14:33] um once it used me it just it creates [14:35] such a pressure and i think [14:38] like where i came from i had such a [14:40] great representation in my own manager [14:43] of how to tackle this but there wasn't [14:45] any formalization around resources it [14:47] was a very small company growing really [14:49] rapidly so that space you're talking [14:51] about is exactly where i was in and a [14:53] lot of it is find your own resource not [14:56] you know [14:57] because the company doesn't want to [14:57] support it it's just not built yet so [15:00] you have to go out and find it and um [15:03] that is hard too because sometimes [15:04] managers are using their own money to [15:06] get this training or this education or [15:09] researching articles and so and there's [15:11] not a lot of accessible resources on how [15:13] do i have these difficult conversations [15:15] or how do i even do it without like [15:18] because you can tread into some [15:19] inappropriate water if you're giving you [15:21] don't know advice or you don't know how [15:23] to navigate conversations um that might [15:25] be coming up and so a lot of it was is [15:28] you know finding yourself in the manager [15:30] and that can be really really difficult [15:32] we have a lot of resources [15:34] but wes i don't know if all these new [15:36] managers that we have in ait have uh are [15:40] going through [15:41] uh and gaining this experience with the [15:44] one-on-one or feedback or a star [15:48] goal setting or i mean there are [15:51] in advent health we have [15:53] uh three categories of course courses [15:56] right where you [15:58] serve leadership then team and then [16:00] business [16:01] but [16:03] i don't know if everybody is going so [16:05] somehow [16:07] we have to also create or somebody have [16:09] to create this awareness in in new [16:11] managers that [16:13] you're handling the business you're [16:15] handling the team but you have to grow [16:17] up you have to understand this not for [16:20] you but for your team members [16:23] and that emotional intelligence for that [16:24] is such a [16:26] underrated skill set too [16:28] because i know like you know when we [16:30] talk about personal challenges like [16:32] we've all been there ourselves as [16:33] managers gone through really tough stuff [16:35] yet you still have to show up in a [16:37] different way for someone else so while [16:38] you're learning these skill sets to [16:39] support them you're also going through [16:41] it in your own your own life and so [16:43] being able to figure out how to balance [16:45] both of those and have the emotional [16:46] intelligence not to take out whatever's [16:48] happening on your side on your team or [16:51] to neglect back from it when we go back [16:53] to one-on-ones like one of my biggest [16:54] challenges that i had um when i think of [16:57] my own experience as an employee is [16:59] i would almost depend on those [17:01] one-on-ones like there's something i [17:02] want to talk about i need to talk to you [17:04] about this and i'm really nervous to [17:05] bring it up in any other forum forum but [17:07] i know i want to when i can do it and [17:09] then they get pushed back or canceled or [17:11] rescheduled and that anxiety and that [17:13] stress starts to really build up and [17:16] almost like can turn into you know i use [17:18] the emotional wheels sometimes like [17:19] conversations like that stress can turn [17:21] into a resentment or and that can just [17:24] kind of lead down these negative [17:25] feelings that hinder the relationship [17:27] rather than build it up so that's one of [17:29] the tips i had as well as hold on to [17:32] that meter like don't move it around [17:34] don't cancel it don't reschedule be [17:36] flexible of course like in those [17:38] realities that come up but if that's a [17:39] consistent pattern it just completely [17:42] takes away from your credibility and [17:44] trust that you're trying to build in [17:45] those one-on-ones you know that happened [17:47] exactly like this to someone very close [17:50] to me that uh [17:52] she was she had some cushions for [17:54] traveling and she was waiting for that [17:57] discussion [17:58] it pushed back once twice and [18:01] three times [18:02] and then instead of thinking whatever is [18:04] going on with this manager she was [18:06] thinking this manager doesn't like me [18:08] she is intentionally pushing it he has [18:10] everything in his [18:11] life as a priority except me so it's i [18:16] seen exact um [18:18] the other side just few weeks ago yeah [18:21] i've seen it so many times too i've [18:23] heard it with my peers to say [18:25] oh like someone will ask can you help me [18:26] with me i have my one-on-one this is [18:28] just my one-on-one i can push that no [18:30] problem and that just totally changes [18:32] the whole dynamic [18:35] yeah and i i think that's on the manager [18:38] right setting that like importance if [18:41] you're [18:43] if your direct reports or your teammates [18:45] think [18:46] that it's not that important why do they [18:49] feel that way right like what is making [18:51] it not an important moment in the week [18:54] or [18:55] whatever recurrence that you have and [18:57] you know i think about too sometimes [18:59] those one-on-ones can turn into the only [19:02] time you talk is when there's a problem [19:04] and that really then said you know it's [19:07] like [19:07] oh wait we're not going to skip this one [19:10] what's wrong right like and that's yeah [19:12] now you've really gotten into a [19:15] tough state so you know making [19:17] outlining what the purpose of it is is [19:19] just like any other conversation hey can [19:21] we talk about this project can we talk [19:25] about [19:26] the performance that happened in this [19:28] thing [19:29] always letting people know what the [19:31] expectation is helps [19:33] ease that fear that might occur like [19:35] what what do they want to talk about [19:37] right that kind of thing and [19:39] keeping it to that topic is part of it [19:42] now part of that can be the hard [19:44] conversations in a one-on-one right they [19:46] can be and that's okay [19:47] because that's what it's about growing [19:50] is a lot of times learning how you can [19:51] improve and yeah if if you [19:54] approach those conversations in a good [19:55] way it can be very healthy and help [19:58] support the growth of that person yeah [20:01] absolutely that radical transparency [20:04] there's some pillars that i've been that [20:05] i built into my training that i thought [20:07] a lot about and what what are the things [20:10] that i think have helped make me [20:11] successful in that manager space and [20:13] you know i talk about empathy and [20:15] vulnerability [20:16] flexibility then i talk about you know [20:18] radical transparency advocacy and follow [20:21] through i think those last three actions [20:24] that you take for your employees and i [20:25] think being that radically transparent [20:27] up front here's what our one-on-ones are [20:29] going to be [20:30] you know i'm going to communicate [20:31] messages to you about the business [20:33] things that i really need from you i [20:35] expect half this meeting to be you [20:37] talking to me what do you need from me [20:39] what are you struggling with what's [20:41] going on how can i help you we're going [20:43] to talk about your career we're going to [20:45] talk about growth we're going to talk [20:46] about what's realistic within this [20:47] company but we're also going to talk [20:48] about how i can support you you know [20:50] more broadly [20:51] but then also if there's a problem we're [20:53] going to talk about it [20:54] in the meeting because i want you to [20:56] know how you're doing [20:58] at all times like i'm surprised how many [21:00] people are so scared to your point for [21:02] their meetings because they're unsure [21:04] where they sit and that radical [21:06] transparency to me is i never want you [21:08] to be unsure where you sit with me or in [21:11] this company and that took me so long i [21:13] would avoid those tough conversations [21:15] like the plague like i did not want to [21:17] happen because i didn't want someone to [21:18] cry i didn't want to cry i cried half [21:21] the time too and that's something i had [21:22] to get used to i get emotional because i [21:25] care and that's something i'm radically [21:26] transparent about and [21:28] once i learned to have it it got so much [21:31] easier like just address it right up [21:32] front because usually it would always [21:34] come back around if i avoided it and it [21:36] would be five times worse than if i [21:38] would have just addressed it from the [21:40] beginning for sure and you know [21:42] having these regular conversations uh [21:45] you know however frequently you have [21:47] like performance reviews [21:50] those are so easy then right because [21:53] you know how your performance is all the [21:55] way throughout the year [21:57] rather than some one moment that i'm [21:58] sitting down to find out and then maybe [22:01] the person is surprised right and [22:03] hopefully if if that happens you know [22:05] shame on us as managers because they [22:07] shouldn't be surprised at that point and [22:10] um this helps that [22:12] just go away um it's just a regular kind [22:15] of thing now making the right amount of [22:17] time for it can be something because [22:19] i've heard companies ask that you really [22:22] limit the time you know maybe keep it to [22:24] like 10 or 15 minutes [22:26] yeah [22:27] i think that's a really challenging [22:28] thing to do um i haven't cracked that [22:31] nut [22:32] but um and i'm not trying to really um i [22:35] think [22:36] some people are going to need more time [22:38] than others and i i know that [22:41] i want to be able to support that the [22:43] best i can [22:44] yeah and you made that point at the [22:46] beginning too the cadence i think that [22:48] every week is important to start but [22:49] people will you'll develop that you know [22:51] understanding of each other and i don't [22:53] need you this week that's okay too but a [22:56] transparency okay if you do here's when [22:58] i'm available or how to reach me or [23:00] whatever [23:01] technology platform we have at our [23:02] disposal that's the best avenue setting [23:05] that expectation as well yeah for sure [23:09] that was one of the problems that i made [23:10] to myself many years ago [23:12] that [23:14] i will never be in a situation where [23:17] at the time of the yearly review i'm [23:18] trying to see how to communicate this to [23:22] that person about the performance so as [23:24] soon as you encounter you share you talk [23:27] you give the person ability an [23:29] opportunity to improve upon not wait [23:32] until the end of the year so that was a [23:34] very good point [23:35] wes [23:37] i agree [23:38] yeah it's funny i mean [23:40] hr systems are set up to be that way so [23:44] it almost becomes like [23:46] work to enter it into an hr system right [23:49] and that when i think about that [23:51] sometimes when we come around to those [23:52] moments because it's like oh wow we've [23:54] kind of had these conversations already [23:56] so it's really just creating clarity [23:59] around what our what our quarter has [24:01] been or you know whatever the that [24:03] cadence is and it's like [24:05] great like we've talked about these [24:07] things how's it you know do you agree [24:10] with it what do you think you know that [24:11] kind of thing so [24:13] that's kind of exciting if you look at [24:14] it from that perspective [24:16] yeah awesome uh we have three minutes [24:19] left i think it was a good idea i i love [24:22] the conversation [24:24] no i do too it's really i think it's [24:25] important one thing i don't i love that [24:28] you did this because one thing i don't [24:29] see a lot of is the conversations in [24:31] this this manager layer and just how to [24:33] support each other in the alignment [24:34] oftentimes i feel like it's kind of the [24:37] hierarchy level supporting you know [24:38] here's what you should do here's what [24:40] you should do here's what you should do [24:40] but this like kind of lateral [24:42] conversation of what do you do and how [24:44] is it effective and what works and what [24:46] doesn't work and just giving people that [24:48] insight into what maybe they haven't had [24:50] conversations around i think it's a [24:51] really good idea [24:53] i think that's really an important point [24:56] too is that it isn't [24:59] managers talking to their [25:02] managers or bosses or [25:05] direct reports [25:06] managers talking to direct reports it's [25:09] managers talking the managers um kind of [25:12] sharing what's going on in the group as [25:15] much as you can right without being [25:17] going into personal things but [25:19] how do we how do we have successes and [25:21] where are some of the challenges that [25:22] are happening across our groups [25:25] that does help [25:26] create a lot of um like you said [25:29] transparency across um how we all work [25:32] together yeah and i think that to the [25:35] first point let's build better bosses i [25:37] think and i maybe i need to work out [25:39] language because i want people to think [25:40] they're bad bosses by any means but i [25:42] just think we don't have that connection [25:43] like we i think that is something that's [25:46] been missing that's such a oh i like how [25:48] you sum that up and end your video with [25:50] how wes sent that up because that was [25:52] that was perfect so i'm just going in [25:54] circles now but i just think back to [25:56] being manager i didn't really have [25:57] anyone to pull on say what do i do from [25:59] the sides but i felt like i had to do it [26:02] if it came from the top down rather than [26:03] creating my own authenticity through [26:05] seeing multiple examples that i could [26:07] turn into my own so [26:09] thank you for setting it up [26:11] can i say it wrong but not have it [26:15] i always get that he never answers that [26:17] question correctly we call him vinnie [26:20] but he's like whatever it's like okay [26:25] thank you so much for sending it up [26:26] these are really fun conversations and [26:28] thank you for pushing me too i feel like [26:30] with the daycare quarantined stuff i'm [26:33] doing this 2022 has been pure pain so [26:36] thank you for pushing it forward [26:38] courtney in her uh in our past [26:40] conversation shared that she's working [26:42] on this training and every time i see [26:45] something i send her a message that you [26:47] should do this too you should do this as [26:49] well [26:50] well i'm going to send the training to [26:51] you first for feedback if you're open to [26:53] it see if you have any advice before i [26:55] put it out in the world [26:57] i've been at that like 90 for so long so [26:59] i should just send you what i have [27:01] because i'm i'm almost there [27:03] for that too i think he probably will [27:06] have even [27:07] greater and solid idea um feedback [27:10] around that let's connect on linkedin [27:11] too and yeah keep the conversation going [27:14] i i appreciate you putting that stuff [27:16] out there i know i don't put enough of [27:18] that kind of stuff out on linkedin i [27:20] really focus on like us ux projects and [27:24] that kind of stuff but yeah i think this [27:26] is a vest you have um created a very [27:29] solid system for yourself and it's [27:31] working out well i think you should use [27:34] share with other people even if it's [27:36] just for free [27:37] yeah i agree [27:39] i don't know [27:40] but i would love to read it [27:42] all right great we'll figure out [27:44] something for the next time [27:47] great connecting with you this is great [27:48] thank you both [27:50] take care nice to meet you bye [28:04] you
In this engaging conversation with Leilani, we explore effective strategies for setting, monitoring, and accomplishing both short- and long-term objectives. From her professional evolution from a full
Scott Russell is a Director of Engineering at AdventHealth. He provides leadership to developers and managers to build consumer teams to build digital products. He is passionate about technology and s
Ferran is a Scrum Master in AdventHealth and helps consumer teams build digital products. She is passionate about Agile and believes in agile servant leadership methodology.
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