Speaker 2: They’re not really that important to me. So you know what, um, they’re, they’re just, they’re, they’re here in name only. And if push comes to shove will violate those or we’ll do something different. So don’t undercut your leadership authority. Number five, your leaders aren’t your assistants. They’re leaders. So delegate the role and give them authority. So look, don’t treat your leaders like they’re your personal assistants that do your bidding, right Oh, have this conversation. Do this right If you’re treating your leaders as people that just have to do all the crap that you don’t want to do, that diminishes their authority. It also diminishes their self esteem and their self worth. If you’re going to put people in a leadership role mean it and give them the authority that that leadership role deserves. If you’re not willing to do that, do not have a leader.
Speaker 2: It will be more destructive than it will be constructive in the long run. Number six, don’t allow people to violate boundaries and step on authority. So look, if you’re going to have leadership, if you’re going to have boundaries, if you’re going to have authority, do not allow people on the team to violate those things. So if you’re going to be a leader that positions yourself with power, then the best thing that you can do to really maintain your level of power and authority is to fight for the boundaries of that authority and make sure that people do not step on those. And look, I see this all the time where leaders get worn down or they’re not intentional or they get worried that confront behavior. And so they allow people to do whatever they want. They, you put a boundary in place, they do something different.
Speaker 2: You don’t say anything and guess what You’ve told the team, hey, you know what Those boundaries and all these things that we talked about, they really don’t matter. You can continue to step on those, do something different. Hey, it’s your deal. Just do your deal. It’s fine. You know, don’t worry about it. And that’s a damaging thing to tell your team because eventually the more we do that, the culture will erode. And when there is no boundaries, a great culture can’t be present. So look, when you think about some of these things that I just talked about in terms of just how to really position well when we position, well, look, this goes back to the total experience design methodology is that great leadership is by design. It’s not by default, right If I’m going to be a leader, I’m going to be very intentional.
Speaker 2: I’m going to be very purposeful and I’m going to follow through on those commitments in that purpose that, um, I have made. And so, uh, as a leader, look, one of the 10, uh, points of total experience design on the manifesto is that great leadership will either make or break experience. And we’ve seen plenty of times where leadership has really further the experience and a really powerful way. And unfortunately, I’ve seen plenty of times where leadership has undermined the experience and then it hurts the culture, which then hurts the ability to create value for the end user that you work with in your business at the highest level possible. So think about what that looks like. And so think about, just look, when you have clear authority in your business, this leads to clear direction and it facilitates healthy comp, uh, communication, right So when I have clear authority, I have clear direction and I have great facilitated, healthy conversation, and that’s really what I want in my organization.