Manager vs. Leader How to address the person that everyone complains about

Manager vs. Leader How to address the person that everyone complains about How to address the person that everyone complains about. Like a leader, not a manager. Number one is we wanna focus on patterns, not opinions. See, a manager is just gonna say, look, everyone is complaining about you. But a leader opens up a coaching conversation. Okay, I noticed a pattern that's starting to affect the team, and I'd like to talk about what I've observed. And this is where I love the SBI. Model from centre for Creative Leadership. I'm gonna talk about the situation. I'm gonna talk about specific behaviours that I have witnessed or I have seen personally. Then we go into the impact. It's situation, behaviour, impact. This is not opinion, it is fact. Acts over feelings. And you can even open it up and say, can I share a few examples that I've noticed? We've done some research here, right? As a doctor, I'm diagnosing first before I'm prescribing. So I've come up with a few examples that I personally have witnessed or. And I've collected them. Now I'm going to share that. And that leads to number two, gonna build awareness around the impact. So the I in the SBI. Model is impact. And a manager is just gonna say, look, people just don't like working with you. But a leader says, okay, and I don't think that this is your intention, but here's the specific impact of each behaviour. So it's situation, behaviour, impact. Whether it's on the team, The individual, the organisation, make it super clear and people are more likely to change when they understand the impact, not when they feel attacked. That's why it's so important to talk about facts over feelings. And we can ask like, how do you think that others experience working with you? Either way, we are creating a consistent cadence of feedback. And Ken Blanchard says feedback is the breakfast of champions. And Kim Scott says feedback should be like brushing your teeth. This is a ongoing, whether it's positive or corrective or constructive feedback. So if we're having these conversations on a regular basis, this is just part of the culture. Oh, and real quick, if you're looking for leadership tools, the tips, frameworks, questions, activities, these say this not that cards or the new if this, then that cards, you can sign up here, get a discount or click the link in my profile and start using them today. And reach out if you need a speaker for your next leadership event, customise a half day or full day leadership workshop for your team. And then number three, my absolute favourite is to co create the path forward and a manager leaves it on them, you need to fix this. But a leader says, let's. We start with, let's, let's identify one or two behaviours that would make the biggest difference and build a plan together. Even if they got defensive here. Co creating A path forward brings them back into the problem solving process. Lasting change happens when people feel part of the solution. They help create that solution. Right. People support what they help create. So what's one behaviour that you're willing to focus on over the next two weeks? And just think about adjusting the alignment on your car. Right? It starts to go in in a different direction, you course correct that. Boom. So we can get right back on track. So where a manager is just reacting to these complaints and coming down on the person, a leader uses that SBI. Model to create awareness and then builds a comeback plan to help them turn it around. Moving forward. And look, leadership is not a title, right? It's a fire. And we have the opportunity to ignite it not only in ourselves, but in others. Now, if you like these little tips and frameworks, check out my profile and follow me.