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And really building the perfect team is like posting the perfect party.

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How do I create a party that has a lot of different views, age, grades and experiences?

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And that just makes the gas and the conversations a lot more interesting than having the same 10 people,

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having the same 10 past experiences.

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So that's why I think about when I build a team, I don't want to have everybody with the same skill set, the same experience.

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But really, how do I bring different thought leadership and diversity into the teams?

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Welcome to the Executive Connect podcast, a show for the new generation of leaders.

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Join Melissa R. Skagge as she speaks to a wide variety of guests that bring new insights into leadership, prosperity and personal growth.

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While no one has all the answers, by building a community of open-minded and engaged leaders,

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we hope to give you the tools you need to help you find your own path to success.

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Welcome to the Executive Connect podcast.

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I'm so excited to have my friend, Nina Johnson, with us today to talk about how to grow amazing teams.

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The majority of her career has been helping one of the most iconic brands, Coca-Cola, brought to a $250 billion company and market cap.

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Thank you so much for joining us today, Nina. We'll happy to have you here.

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Thanks, Melissa, for inviting me. I'm really excited to be here.

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When I think big teams, lots of teams, lots of people, I think you, Nina, I'm so excited for you to tell us a little bit about your background on developing teams and your leadership style to grow teams, right?

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Yeah, thanks for asking that.

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I've been really fortunate and I've been leading teams the past 14 years, so whether it's a small group, a large group, hybrid and remote, I've been fortunate kind of leading teams throughout my career.

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I would say as my time has evolved, my leadership style and how I manage teams has definitely evolved as well as I think about, I probably led my very first team when I was 16, 27.

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Looking back, I was just a newbie, really excited, made tons of mistakes to looking where I have been now managing teams about 15 years later.

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It is drastically different. I think as you grow professionally, your leadership styles and then how you manage teams also changes.

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Yeah, during the pandemic, everybody learned a new way of managing teams, right?

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I know we've talked before and you've mentioned leading teams is like a party. What do you mean by that? What does that mean to you?

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Yeah, as I thought about, you know, an allergy, I know a lot of people talk about sports and allergies.

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I myself did not play a lot of team sports, so as I think about developing teams, I think about, you know, how do I relate that to?

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I do plan a lot of parties and really building the perfect team is like posting the perfect party and think about that, the guests that you invite, the people you have on your team and, you know, when you're in your 20s and you're going to house party, it's probably all your friends from high school, college, the same group of people you grew up with, probably reminiscing about what you've done in the past and it's always a look back, right?

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And you're always in the same click, but as I've grown both professionally and personally, you know, in my 30s, you know, people often have new relationships, they get married, they meet their kids, parents, your neighbor, friends.

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So now when you host a party, I think about, how do I create a party that has a lot of different views, age groups and experiences?

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And that just makes the gas and the conversations a lot more interesting than having the same 10 people having the same 10 past experiences.

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So that's why I think about when I build a team, I don't want to have everybody with the same skills at the same experience, but really, how do I bring different that leadership and diversity into the teams?

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I love that word now, diversity, lots of different, it's key to have lots of diverse perspectives and leading teams and I know I've talked a little bit about this before outside of the podcast, but I know and you nailed it hiring and harnessing diverse perspectives and different age groups and different backgrounds and different experiences.

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I think the more that you, like you mentioned, the older that you get, you have different perspectives. So how has that changed for you over the last few years of growing diverse teams and how have you maybe you can speak a little bit to those different stages and what has prompted you to change more as a leader.

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Yep, I think about, you know, when I first hired, I would say the first couple of years, I was hiring people, honestly, exactly like me, similar type of personality, same skill set, because I think, you know, if I can do it, then I want to hire people just like me.

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But what that does is it doesn't bring any type of diverse experience or thoughts. I remember I was working on an analytics team and I hired everyone with the exact same analytical skills that who can crunch the numbers really go to the sell kind of a replica of little many need us.

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But then what that didn't translate is we all had the same thought how we built our presentations, how we delivered the presentations, it didn't create anything new or thought provoking. And as I think through now, you know, later in my career, the highest individual contributors don't always make the best manager to the best teams, right.

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And then you're very good at a skill set, and that was hard for me to realize that when you hire when you hire a really strong individual contributor, it doesn't necessarily translate that they would be the best person on the team.

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So now as I build teams, I think through when I hire a new candidate, what different experiences and perspectives can that person bring to the team that I do not have.

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And I look for that soft skill or experience to come bring that new perspective on the teams.

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And what roles can these different players bring like what different.

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You know, what do they bring when they have different backgrounds.

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Yeah, great question. So I think one is the experiences. So in my last role that I hire, you know, I was leading a marketing commercial team.

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And we hired someone with sales experience because all of our go to market programs that we developed, go into a sales organization.

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And then we got to do a lot of work to help us. And we got to do a lot of work to get into the market.

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So the first thing I do is I work with my clients, the company, the company, the company.

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And they're working with me. And I work with them, and I work with them.

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And I think that's a great question.

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So I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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And I think that's the biggest thing that I've been working with is the company.

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well with the team, what new experiences that they bring

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onto the team to really create that perfect team they now.

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- But think you hit on a really, really important point.

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In interviewing, it's not just up the chain.

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I think it's a DNA fit for the employer and the employee.

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They could run through a perfect interview

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with a perfect resume with HR in the hiring manager,

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and then they sideline interviewer, downline interview,

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and those people have completely different

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understanding of their expertise.

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I've been part of some of those interviews

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and I've heard from people that reported to me

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and I was blown away at what they were able to gather

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during that interview that could have been very difficult

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for the company had we hired them.

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And so I think that's a key point is getting the buy-in

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from everybody that's gonna be working with that person

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that you mentioned.

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And then no matter how much we vet an employee

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and we go through everything, HR related up the line,

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sideline, downline, sometimes we hire the wrong people

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for roles.

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I forget the analogy, but it takes one bad egg

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to ruin an entire team.

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How do you work with, let's say one bad egg

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on a really great productive team?

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- Yeah, and unfortunately, that does happen

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even to the best of us.

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It doesn't matter what type of interview process.

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I think what some important to understand is,

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is this a bad egg, like it's a bad fit for the company,

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so it's a bad employee or is it just a bad egg

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with a new department?

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And I think, I've experienced both

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and I learned that I went to this one seminar

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and they talked about your boss as a leader of people leader

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is arranging people on the bus.

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You may have a bad egg that doesn't have the right skill set

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for your team, but man, they would be great

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in another function.

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It's just a skill set, sideline.

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So can we move them to the right seat

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on the bus within the company?

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That's the one I always wanna make sure,

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if it's a good person, just not the right fit,

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let me find them where you will thrive with your strengths.

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Then it goes into the extreme work,

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this is a toxic person for the company.

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And how do we performance manage them

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and exit them out of the organization?

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And what's always surprising is every time that has happened,

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it doesn't matter the amount of people

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that have come and told me,

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oh, I'm so glad this person exited.

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If it's three, four, five, when that person leaves,

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that number doubles the amount of other people

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that have come to me and said, wow,

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I was afraid to say something or you know what,

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I just kinda let it slide.

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And then that's when you really understand

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how much the toxic employee has spread

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throughout the organization versus just what you may hear

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during the process.

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But I think you as a leader need to take that effort

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because when you have a bad egg within the team,

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it spreads and it brings more round down,

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team productivity, efficiency,

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and then everyone's looking at you as a leader

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of why are you not doing something

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to correct this team dynamic?

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So I think it's important for you to take that challenge.

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And I would say, you know, I remember one time,

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and this was the first time I had to actually let someone go

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was actually someone who was also, you know,

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a close friend as well.

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And I think it's very hard when you have to separate

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the personal to professional relationship,

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especially when it's just not the right fit for the person,

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but you have to think about the total team

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and the department and how it's impacting, you know,

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one bad employee for across the entire team.

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- So in those case, I love it.

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You kept the employee because as we know, hiring and firing

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is at a very expensive process, getting people ramped up

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to the job when it's a better, like you mentioned,

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it's like putting people in a seat on the bus.

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It's sometimes it's better to move them to a different team

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or a different manager and help them shine in other areas.

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Now, what happens if they move to another team?

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Let's say they move to another team

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and now you have to fill in that role again.

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You go through the same process again

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where you will let people re-interview or do you find

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that at times you're hesitant if you've had

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a couple of bad eggs, like walk me through a little bit,

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like how you fit people into an existing team dynamic

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that's been working together for a while.

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- Yes, when the team is running really efficiently

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and someone leaves whether, you know,

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they're going to new promotional opportunity

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or different team, it's always a little scary

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because everyone reflects how great everything is

220
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at that current state and then you try to bring someone new in.

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I think through one, when there's an opening on the team,

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the first thing I think about is,

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is there anyone on our team first that can

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needs that pros functional experience, right?

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Like maybe somebody was managing one channel trade

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and they wanna learn a different piece

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or they're managing one market.

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So I always like to give our existing team members

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an opportunity to grow and potentially change positions

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within the current team.

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Once we can go through that process,

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then we definitely open it up and see

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who is interested in the role.

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And as I mentioned, I think about,

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who can we bring in that we're lacking from our current team?

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So who are we placed a new person with an old person?

237
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I don't necessarily go for the exact same skills

238
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that whether it's the hard skills or the soft skills,

239
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but I think about now with this person gone,

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like what gap do we have that we wanna fill with this open seat

241
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and that's what I look for?

242
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And I think it's important as we're looking through teams,

243
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I also asked my current team members,

244
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hey, so you know of anyone who would be good?

245
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It's due to ask your existing team,

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they know how the team dynamic works,

247
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how we work together and there they're gonna be

248
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the best honestly recruiter for your team.

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So they'll go out there and be like,

250
00:16:34,680 --> 00:16:36,800
yes, I know the perfect person,

251
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it's what they need and they would really well with the team culture.

252
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So my team are often my best recruiters

253
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when I'm looking to fill a spot on the team.

254
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- I think that's great.

255
00:16:49,760 --> 00:16:54,000
The other thing that comes to mind is managing teams now

256
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is difficult, right?

257
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You have a lot of remote people, you have new people,

258
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you have different ages.

259
00:17:01,120 --> 00:17:03,960
How do you build a team culture

260
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when you may have some people in a different country?

261
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You may have some people that work out of their home in office.

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Like let's say you have a bunch of different people

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in different states and countries and summer remote.

264
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How do you make it feel like a team

265
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and what kind of things can a leader do

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to make people feel like they're bought into that team

267
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and that vision and that strategy when they're remote?

268
00:17:28,000 --> 00:17:30,120
- Yeah, I mean, that's exactly the situation you're going

269
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now as we switch into hybrid post-COVID.

270
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I think one thing I always think about is consistency, right?

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I think you find the right time that works across,

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you know, iPad teams on the East Coast, you know,

273
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Central West, I think having consistent meetings

274
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with your team where everyone can attend is one piece, right?

275
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They want to make sure that they'll feel part of a team

276
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no matter what time zone of their home in the office.

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To you, while I know most of our teams can be remote

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or hybrid, when we do find a thing in the office,

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we try to be consistent on,

280
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do we want to make two-s there office days?

281
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So we do have that connection in person

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when we choose to be in the office.

283
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Let's go and meet so we can all take advantage

284
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of having an office day.

285
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And I think the last thing as I think about

286
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making sure that the team works is, you know,

287
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every time we have a team meeting,

288
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we always also talk about, we just kind of do

289
00:18:21,600 --> 00:18:24,480
round the horn making sure everyone has an opportunity

290
00:18:24,480 --> 00:18:26,920
to speak and I'm one of those where if we happen

291
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to see each other in a while just because of

292
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a meeting or scheduling, so be like,

293
00:18:30,800 --> 00:18:32,440
let's have fun camera and say hi

294
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and I always start the meetings with

295
00:18:34,240 --> 00:18:35,840
how is everybody doing?

296
00:18:35,840 --> 00:18:38,040
What are you guys up to versus going straight

297
00:18:38,040 --> 00:18:39,080
into the business?

298
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'Cause at the end of the day, the team,

299
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you spend so much time with these people that work for you

300
00:18:43,680 --> 00:18:45,120
that are on the team.

301
00:18:45,120 --> 00:18:47,040
That's good to understand what's going on

302
00:18:47,040 --> 00:18:49,440
and life outside of your working hours.

303
00:18:49,440 --> 00:18:52,200
So I think about how you make the connection,

304
00:18:52,200 --> 00:18:54,920
being consistent and showing up when, you know,

305
00:18:54,920 --> 00:18:58,000
we want the team to and then when the teams do come together,

306
00:18:58,000 --> 00:19:00,920
is let's make the best of our time together as a team.

307
00:19:00,920 --> 00:19:03,640
Another fantastic point.

308
00:19:03,640 --> 00:19:07,240
I think you touched on something that's really important.

309
00:19:07,240 --> 00:19:11,640
Taking a genuine, active interest in other people

310
00:19:11,640 --> 00:19:13,760
outside of their job and their job duties,

311
00:19:13,760 --> 00:19:17,040
like how are things going on with their families

312
00:19:17,040 --> 00:19:21,880
and better understanding people as a leader

313
00:19:21,880 --> 00:19:25,000
helps you make better decisions as a leader.

314
00:19:25,000 --> 00:19:27,640
I think the more we understand,

315
00:19:27,640 --> 00:19:31,240
I jokingly have jokingly say until we're all replaced

316
00:19:31,240 --> 00:19:32,840
by robots, you know,

317
00:19:32,840 --> 00:19:37,280
and being a leader is not just, here's our to-do list,

318
00:19:37,280 --> 00:19:40,360
here's our task, you know, you're accountable for this.

319
00:19:40,360 --> 00:19:42,280
I'm accountable for that.

320
00:19:42,280 --> 00:19:44,240
You're not doing this and I'm not doing that.

321
00:19:44,240 --> 00:19:45,840
There's a human factor involved

322
00:19:45,840 --> 00:19:49,400
and sometimes people have things going on in their life

323
00:19:49,400 --> 00:19:52,480
and it's like you mentioned, it's up to us to not just focus

324
00:19:52,480 --> 00:19:55,280
on, you know, what everybody's accountable for,

325
00:19:55,280 --> 00:19:58,520
but generally understand that they have a sick kid

326
00:19:58,520 --> 00:20:00,920
or a sick parent and they need to take some time.

327
00:20:00,920 --> 00:20:05,920
And I think the more as leaders that were taking a genuine

328
00:20:05,920 --> 00:20:09,640
interest in our people and helping them grow

329
00:20:09,640 --> 00:20:12,800
not only for the company, but for themselves,

330
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it's better for everyone.

331
00:20:14,440 --> 00:20:18,080
And I think that's the one thing in this fast pace

332
00:20:18,080 --> 00:20:20,880
world that we all live in, everything's faster, quicker,

333
00:20:20,880 --> 00:20:23,680
you know, more efficient that sometimes, you know,

334
00:20:23,680 --> 00:20:26,600
I know I have to myself, you know,

335
00:20:26,600 --> 00:20:28,640
make sure I'm not doing that because it's always like,

336
00:20:28,640 --> 00:20:30,520
we gotta get to where we gotta get

337
00:20:30,520 --> 00:20:33,520
but I think what I've seen is the leaders

338
00:20:33,520 --> 00:20:36,240
that are the best leaders understand their people,

339
00:20:36,240 --> 00:20:38,440
their strengths and weaknesses and like you,

340
00:20:38,440 --> 00:20:42,360
you mentioned, they hire in where they're lacking, right?

341
00:20:42,360 --> 00:20:46,160
So, you know, maybe you're not attention to detail person

342
00:20:46,160 --> 00:20:48,400
so you need to hire a detail person

343
00:20:48,400 --> 00:20:51,440
and maybe your big picture person and the attention

344
00:20:51,440 --> 00:20:54,000
to detail people need to bring you, you know,

345
00:20:54,000 --> 00:20:55,400
back down to earth, right?

346
00:20:55,400 --> 00:20:58,080
Well, you're executing your vision

347
00:20:58,080 --> 00:21:01,520
so I love that you mentioned, you know,

348
00:21:01,520 --> 00:21:04,520
taking time to talk to the people, right?

349
00:21:04,520 --> 00:21:06,920
And understand outside of their job.

350
00:21:06,920 --> 00:21:10,800
And I know I hear sometimes companies are doing, you know,

351
00:21:10,800 --> 00:21:13,800
sales summits and, you know, like you mentioned,

352
00:21:13,800 --> 00:21:16,440
getting into the office and doing, you know,

353
00:21:16,440 --> 00:21:21,440
I've hosted once, the, get out of jail,

354
00:21:21,440 --> 00:21:23,760
safe rooms or whatever once.

355
00:21:23,760 --> 00:21:25,320
And I thought it was really cool

356
00:21:25,320 --> 00:21:30,200
because you saw different dynamics of people's personalities

357
00:21:30,200 --> 00:21:35,200
and the quieter people were fantastic in the, in the escape rooms

358
00:21:35,200 --> 00:21:38,560
and I think you hit on a really good court

359
00:21:38,560 --> 00:21:43,160
as being more genuine and empathetic to people's lives.

360
00:21:43,160 --> 00:21:45,680
Yeah, you made a great point around the empathy Melissa.

361
00:21:45,680 --> 00:21:49,280
It's, I could probably tell you all of my employees

362
00:21:49,280 --> 00:21:51,880
a significant other person's name and their kids

363
00:21:51,880 --> 00:21:55,000
because if you understand employees' motivation

364
00:21:55,000 --> 00:21:56,120
and it differs, right?

365
00:21:56,120 --> 00:21:59,320
For, I know one of my employees was really into

366
00:21:59,320 --> 00:22:00,960
making sure they work like balance.

367
00:22:00,960 --> 00:22:03,280
It's, you know, she has told me numerous times,

368
00:22:03,280 --> 00:22:06,360
I have a life outside of work and I respect that.

369
00:22:06,360 --> 00:22:09,040
Well, you know, you have others that really want to make sure

370
00:22:09,040 --> 00:22:11,840
that they're, they're home with their kids at a certain time

371
00:22:11,840 --> 00:22:13,000
and I'm the same way.

372
00:22:13,000 --> 00:22:15,920
I remember when I first started my last role,

373
00:22:15,920 --> 00:22:18,160
my very first intro call with my team.

374
00:22:18,160 --> 00:22:21,040
I remember I said, hey, I, I do drop offs in the mornings.

375
00:22:21,040 --> 00:22:23,200
I do not have meetings before a 30.

376
00:22:23,200 --> 00:22:25,160
I've done that in the past in my 30s.

377
00:22:25,160 --> 00:22:26,760
It, it doesn't write, right?

378
00:22:26,760 --> 00:22:28,920
The kids in the car and I was very clear.

379
00:22:28,920 --> 00:22:31,680
I'm happy to jump on with you guys later or not,

380
00:22:31,680 --> 00:22:34,120
but this is when I start and this is when I end,

381
00:22:34,120 --> 00:22:36,840
you know, feel free to text me in between.

382
00:22:36,840 --> 00:22:39,640
And it was really interesting because I had one other mom

383
00:22:39,640 --> 00:22:41,680
reach out to me after that call was like, wow,

384
00:22:41,680 --> 00:22:44,880
nobody has ever said that like in any of our intro meetings

385
00:22:44,880 --> 00:22:47,840
that they were like, hey, I'm a mom and I do drop offs.

386
00:22:47,840 --> 00:22:51,000
But it was for me, it was really clear to establish my priorities

387
00:22:51,000 --> 00:22:52,600
and I would want my team to feel the same

388
00:22:52,600 --> 00:22:54,760
and whatever is important to them, whether it's,

389
00:22:54,760 --> 00:22:57,640
I need to leave by this because I have a commit, right?

390
00:22:57,640 --> 00:22:59,680
And I think that's important to understand

391
00:22:59,680 --> 00:23:02,240
and when you understand everyone's motivation,

392
00:23:02,240 --> 00:23:04,440
they just want to make the time and work

393
00:23:04,440 --> 00:23:06,480
into the workplace that much stronger.

394
00:23:06,480 --> 00:23:09,480
- Yeah, I agree, well said.

395
00:23:09,480 --> 00:23:11,440
I'm going to pivot a little bit here.

396
00:23:11,440 --> 00:23:14,480
So we talked a lot about like how to build teams,

397
00:23:14,480 --> 00:23:17,480
what to do, you know, how to get the buy in,

398
00:23:17,480 --> 00:23:20,800
being general now, let's switch the, the scenario.

399
00:23:20,800 --> 00:23:25,800
Let's say you have built a team and somebody in the team

400
00:23:25,800 --> 00:23:29,920
has broken trust with everyone on the team

401
00:23:29,920 --> 00:23:33,200
or they've done something they shouldn't have

402
00:23:33,200 --> 00:23:37,400
or there's questionable behavior that they know better

403
00:23:37,400 --> 00:23:39,960
than maybe like a trade secret to COVID-19.

404
00:23:39,960 --> 00:23:42,320
That would be bad, right?

405
00:23:42,320 --> 00:23:44,240
Maybe they shared that trade secret,

406
00:23:44,240 --> 00:23:49,400
but how do you handle when trust is broken,

407
00:23:49,400 --> 00:23:52,640
either peer to peer or manager to employee,

408
00:23:52,640 --> 00:23:53,960
like how do you handle that?

409
00:23:53,960 --> 00:23:57,680
- I think the first thing you need to do

410
00:23:57,680 --> 00:23:59,720
is actually one address the situation.

411
00:23:59,720 --> 00:24:01,200
I know that sounds silly to say,

412
00:24:01,200 --> 00:24:05,360
but I've seen in some instances where someone may just

413
00:24:05,360 --> 00:24:07,480
want to ignore what's happening.

414
00:24:07,480 --> 00:24:08,720
And I think that's not the case

415
00:24:08,720 --> 00:24:10,360
because then everybody else observes

416
00:24:10,360 --> 00:24:13,520
that there was trust broken, nothing was done by the leader.

417
00:24:13,520 --> 00:24:15,400
So I always like to address it.

418
00:24:15,400 --> 00:24:17,880
I'm a pretty straightforward and honest leader,

419
00:24:17,880 --> 00:24:19,600
so I'd like to talk to you one,

420
00:24:19,600 --> 00:24:22,600
the employee first to understand what happened

421
00:24:22,600 --> 00:24:25,040
because sometimes often it could be hearsay,

422
00:24:25,040 --> 00:24:27,480
you might have heard, I heard this from someone else.

423
00:24:27,480 --> 00:24:29,760
So I think for me, I always like to go

424
00:24:29,760 --> 00:24:33,120
to the source employee to figure out what happened

425
00:24:33,120 --> 00:24:35,120
in really a private setting.

426
00:24:35,120 --> 00:24:37,160
I am not one to call it anybody

427
00:24:37,160 --> 00:24:39,520
on any type of behavior in a public setting.

428
00:24:39,520 --> 00:24:42,000
I think there's always an appropriate time

429
00:24:42,000 --> 00:24:43,960
where you can pull somebody in a private setting

430
00:24:43,960 --> 00:24:46,320
to guess any type of performance behavior.

431
00:24:46,320 --> 00:24:48,720
So I'd like to understand what happened

432
00:24:48,720 --> 00:24:52,240
and then if a trust really was broken by the employee,

433
00:24:52,240 --> 00:24:55,120
I think that employee needs to own the accountability

434
00:24:55,120 --> 00:24:57,520
for that action and really make sure

435
00:24:57,520 --> 00:24:59,440
that they explain that situation

436
00:24:59,440 --> 00:25:01,880
to whoever's trust that they've broken.

437
00:25:01,880 --> 00:25:05,640
I think if you can identify and I don't want to say rectify

438
00:25:05,640 --> 00:25:08,080
me, but you know that the person's genuine

439
00:25:08,080 --> 00:25:10,880
and has honestly made a mistake and can address it,

440
00:25:10,880 --> 00:25:13,560
that's half the problem, that's half the battle,

441
00:25:13,560 --> 00:25:15,760
how the T, how that person continues

442
00:25:15,760 --> 00:25:18,280
and how the other team members react.

443
00:25:18,280 --> 00:25:19,960
I can't control all other team members react,

444
00:25:19,960 --> 00:25:23,240
but at least I can maybe put ourselves in the situation

445
00:25:23,240 --> 00:25:26,400
and make the right efforts to rebuild that trust.

446
00:25:26,400 --> 00:25:29,320
But it's definitely, you know, two ways to do about it.

447
00:25:29,320 --> 00:25:31,400
I don't think it's only up to the person.

448
00:25:31,400 --> 00:25:33,920
I think the leader has to help facilitate that

449
00:25:33,920 --> 00:25:35,920
to build that trust back to the team.

450
00:25:35,920 --> 00:25:38,040
And then you have to trust the person and the team

451
00:25:38,040 --> 00:25:39,520
on how they want to move forward.

452
00:25:39,520 --> 00:25:41,840
- Woo, that was good.

453
00:25:41,840 --> 00:25:45,800
I think the one thing I heard is no silos,

454
00:25:45,800 --> 00:25:49,240
hitting the problem head on, no running around,

455
00:25:49,240 --> 00:25:51,240
no sweeping it under the rug,

456
00:25:51,240 --> 00:25:54,880
you hit the employee directly, you get there side,

457
00:25:54,880 --> 00:25:58,640
you get other side and you work head on with it.

458
00:25:58,640 --> 00:26:00,600
I love that, I love that.

459
00:26:00,600 --> 00:26:03,920
It says a lot about you as a leader that you can hit things

460
00:26:03,920 --> 00:26:06,160
and you give people the benefit of it out, right?

461
00:26:06,160 --> 00:26:09,840
I think they say there's two sides to every story

462
00:26:09,840 --> 00:26:11,920
and it's somewhere in the middle, right?

463
00:26:11,920 --> 00:26:13,200
On each side of the story.

464
00:26:13,200 --> 00:26:16,560
But I think, I love that you said that you work through it

465
00:26:16,560 --> 00:26:20,320
and you hit it head on because a lot of times I've heard,

466
00:26:20,320 --> 00:26:23,640
people just swoop it under the rug and they forget it happened

467
00:26:23,640 --> 00:26:27,960
and everybody sides not heard, maybe one side heard

468
00:26:27,960 --> 00:26:31,120
or it's over dramatized in one area

469
00:26:31,120 --> 00:26:33,560
and not hit head on in the other area.

470
00:26:33,560 --> 00:26:36,480
So I think anybody that can work for you, Nina,

471
00:26:36,480 --> 00:26:38,360
is lucky to have you as a boss

472
00:26:38,360 --> 00:26:41,080
because you can hit things head on.

473
00:26:41,080 --> 00:26:44,840
And I wanna just enclosing, I want to,

474
00:26:44,840 --> 00:26:48,440
from your perspective is there,

475
00:26:48,440 --> 00:26:51,960
maybe top three top things that anybody

476
00:26:51,960 --> 00:26:57,200
who's managing people can do today to lead better teams

477
00:26:57,200 --> 00:26:59,520
or maybe the top three thoughts that you can share

478
00:26:59,520 --> 00:27:02,240
with our listeners that they can put into practice today.

479
00:27:02,240 --> 00:27:06,320
That is gonna be, what may think about,

480
00:27:06,320 --> 00:27:08,080
sorry, the top three.

481
00:27:08,080 --> 00:27:12,720
I think one rule I always follow is treat others

482
00:27:12,720 --> 00:27:14,120
how they wanna be treated.

483
00:27:14,120 --> 00:27:16,600
And I learned this that they call this the platinum rule.

484
00:27:16,600 --> 00:27:18,760
I think in the past it was always treat others

485
00:27:18,760 --> 00:27:21,640
how you wanna be treated and it's that, that treat others

486
00:27:21,640 --> 00:27:24,960
how they wanna be treated, whether they're an extra introvert.

487
00:27:24,960 --> 00:27:27,760
So think about customizing a leadership approach

488
00:27:27,760 --> 00:27:29,040
to the individual.

489
00:27:29,040 --> 00:27:32,600
Don't treat everybody the exact same way.

490
00:27:32,600 --> 00:27:36,760
Second, leading teams takes time.

491
00:27:36,760 --> 00:27:39,480
I don't think you should expect anyone yourself

492
00:27:39,480 --> 00:27:42,800
or your teams to go into that perfect team dynamic.

493
00:27:42,800 --> 00:27:45,320
And day one, it takes work of the individual,

494
00:27:45,320 --> 00:27:47,880
the team member, as well as yourself as a leader.

495
00:27:47,880 --> 00:27:50,520
When a team is not operating efficiently,

496
00:27:50,520 --> 00:27:52,440
you're definitely part of the blame myself.

497
00:27:52,440 --> 00:27:54,880
You cannot only put it on the team.

498
00:27:54,880 --> 00:27:57,040
The last thing that I'll say is,

499
00:27:57,040 --> 00:27:59,920
trust, trust yourself, I think in the process.

500
00:27:59,920 --> 00:28:04,040
I remember my very first team that I managed,

501
00:28:04,040 --> 00:28:06,680
I think anyone who knows this or his work for me

502
00:28:06,680 --> 00:28:10,120
in the past, I was not a great leader in my first two teams

503
00:28:10,120 --> 00:28:11,560
and I apologize for that.

504
00:28:11,560 --> 00:28:15,280
I was probably very young, hiring people just like me.

505
00:28:15,280 --> 00:28:17,440
I was very bad at the experience,

506
00:28:17,440 --> 00:28:19,520
but I think you have to trust yourself

507
00:28:19,520 --> 00:28:20,920
and grow in the process.

508
00:28:20,920 --> 00:28:23,320
Nobody is perfect the first time's around

509
00:28:23,320 --> 00:28:25,920
and you only get better as time goes on.

510
00:28:25,920 --> 00:28:29,040
I strongly believe if you put in the effort as a leader

511
00:28:29,040 --> 00:28:32,000
and take time to know your team, know yourself

512
00:28:32,000 --> 00:28:33,640
and know how you operate,

513
00:28:33,640 --> 00:28:35,400
you should be able to improve yourself

514
00:28:35,400 --> 00:28:38,440
just like with any other thing that you work hard on practice,

515
00:28:38,440 --> 00:28:40,880
you've got to trust in yourself in the process.

516
00:28:40,880 --> 00:28:43,200
- Well, that was good.

517
00:28:43,200 --> 00:28:46,680
Well said, it's one of my mentors used to tell me,

518
00:28:46,680 --> 00:28:50,160
Melissa, if you want to be a good leader, leaders or readers,

519
00:28:50,160 --> 00:28:53,040
make sure you're reading and bettering yourself

520
00:28:53,040 --> 00:28:55,440
because the better you are,

521
00:28:55,440 --> 00:28:57,360
the better you can be for your team.

522
00:28:57,360 --> 00:28:59,240
And so that's always resonated with me

523
00:28:59,240 --> 00:29:00,840
is like leaders or readers.

524
00:29:00,840 --> 00:29:05,320
And so I'm going to take your other top three myself,

525
00:29:05,320 --> 00:29:08,320
Nina, thank you so much for being here today

526
00:29:08,320 --> 00:29:10,920
on the Executive Connect podcast.

527
00:29:10,920 --> 00:29:13,120
Tell us how we can connect with you

528
00:29:13,120 --> 00:29:15,080
and keep in touch with you.

529
00:29:15,080 --> 00:29:15,920
Is it online?

530
00:29:15,920 --> 00:29:16,760
Is it social media?

531
00:29:16,760 --> 00:29:18,040
What's the best way?

532
00:29:18,040 --> 00:29:19,600
- Yeah, thank you one for having me.

533
00:29:19,600 --> 00:29:21,200
That's was an awesome experience

534
00:29:21,200 --> 00:29:22,840
talking about leading teams.

535
00:29:22,840 --> 00:29:25,280
For everyone, I am on LinkedIn, Nina Johnson.

536
00:29:25,280 --> 00:29:27,360
Can find me, let's connect.

537
00:29:27,360 --> 00:29:29,640
I'm always happy to make new networks

538
00:29:29,640 --> 00:29:31,400
and opportunities to engage.

539
00:29:31,400 --> 00:29:34,520
Thank you so much for being here today

540
00:29:34,520 --> 00:29:37,200
and that's the Executive Connect podcast.

541
00:29:37,200 --> 00:29:42,880
You've been listening to the Executive Connect podcast.

542
00:29:42,880 --> 00:29:44,760
If you have questions or ideas

543
00:29:44,760 --> 00:29:47,120
on how to bring leadership to the next level,

544
00:29:47,120 --> 00:29:52,120
email us at executiveconnectpodcast@gmail.com.

545
00:29:52,120 --> 00:29:53,840
And don't forget to subscribe

546
00:29:53,840 --> 00:29:56,360
so you can catch every new episode.

547
00:29:56,360 --> 00:29:57,720
Until next time.

548
00:29:57,720 --> 00:30:00,300
(upbeat music)

549
00:30:00,300 --> 00:30:02,720
(rock music)