WEBVTT 00:00:00.000 --> 00:00:03.620 Too many so -called leaders hear what their team 00:00:03.620 --> 00:00:07.019 says, and they do nothing, absolutely nothing 00:00:07.019 --> 00:00:12.259 about it. That's not leadership. That's cowardice. 00:00:12.699 --> 00:00:16.500 The best leaders not only hear feedback, they 00:00:16.500 --> 00:00:21.000 act on it. They make bold changes, and they build 00:00:21.000 --> 00:00:24.699 stronger, tighter teams because of it. And trust 00:00:24.699 --> 00:00:29.640 me, when you start listening and adjusting, Your 00:00:29.640 --> 00:00:34.039 team will have your back like never before. So 00:00:34.039 --> 00:00:37.299 if you're ready to embrace feedback, create real 00:00:37.299 --> 00:00:40.479 cohesion with your team, you are in the right 00:00:40.479 --> 00:00:44.119 place. Because this episode is all about turning 00:00:44.119 --> 00:00:48.780 that feedback into fuel for real change and unstoppable 00:00:48.780 --> 00:00:53.200 teamwork. Welcome to Ignoring the Rules. The 00:00:53.200 --> 00:00:55.880 podcast where I ditch tired management tactics 00:00:55.880 --> 00:00:59.399 and get real about what it takes to lead. I'm 00:00:59.399 --> 00:01:03.039 Wayne Robertson, and today I want to cut straight 00:01:03.039 --> 00:01:06.500 to the point. If you're not willing to listen 00:01:06.500 --> 00:01:09.000 to your team's feedback and actually make changes, 00:01:09.239 --> 00:01:13.099 you're not leading. You're just wasting everybody's 00:01:13.099 --> 00:01:16.900 time. I'm diving into what separates weak managers 00:01:16.900 --> 00:01:20.159 from real leaders. The guts to not just hear 00:01:20.159 --> 00:01:24.409 feedback. but actually do something about it. 00:01:24.810 --> 00:01:27.430 Here's the truth. If you're one of those managers 00:01:27.430 --> 00:01:30.569 who listens to your team and then does nothing, 00:01:30.769 --> 00:01:35.049 you're failing, period. The best leaders, they 00:01:35.049 --> 00:01:38.510 take that feedback, rip up the status quo, make 00:01:38.510 --> 00:01:41.930 the changes that actually mean something. And 00:01:41.930 --> 00:01:45.430 guess what? When you do that, your team gets 00:01:45.430 --> 00:01:49.409 tighter, more loyal, and way more effective. 00:01:50.520 --> 00:01:53.680 So if you're done being a manager who just nods 00:01:53.680 --> 00:01:56.780 along and does nothing, and you're ready to start 00:01:56.780 --> 00:01:59.459 making moves that actually matter, well, stick 00:01:59.459 --> 00:02:02.219 around. I'm talking about how to use feedback 00:02:02.219 --> 00:02:05.719 like a weapon to create an unstoppable team. 00:02:06.439 --> 00:02:33.580 No more excuses. Let's get to work. Great leaders 00:02:33.580 --> 00:02:37.000 know that the best ideas don't always come from 00:02:37.000 --> 00:02:40.419 the top. Ignoring feedback or dismissing the 00:02:40.419 --> 00:02:43.419 insights your team can lead to missed opportunities, 00:02:43.879 --> 00:02:49.120 also low morale, and ultimately a weakened company. 00:02:49.900 --> 00:02:54.039 But when leaders are open to listening, they 00:02:54.039 --> 00:02:58.259 unlock a wealth of creativity, innovation, and 00:02:58.259 --> 00:03:01.639 loyalty that can propel their business forward. 00:03:03.039 --> 00:03:07.819 Feedback isn't just a nice -to -have. It is essential 00:03:07.819 --> 00:03:12.280 for thriving in today's fast -paced world. I 00:03:12.280 --> 00:03:14.580 want to explore some examples of how embracing 00:03:14.580 --> 00:03:18.000 your team's ideas can lead to breakthrough success 00:03:18.000 --> 00:03:22.219 and why ignoring them can be a recipe for disaster. 00:03:22.819 --> 00:03:26.240 So if you're ready to rethink how you lead, let's 00:03:26.240 --> 00:03:29.439 dive into this in the power of listening and 00:03:29.439 --> 00:03:32.699 the dangers of turning a deaf ear. to your team. 00:03:33.819 --> 00:03:36.500 Listening to feedback isn't just about hearing 00:03:36.500 --> 00:03:40.860 words. It's about understanding the needs and 00:03:40.860 --> 00:03:44.800 the concerns of your team. And when leaders actively 00:03:44.800 --> 00:03:47.620 listen, they build trust, they build respect, 00:03:47.840 --> 00:03:51.639 and they make employees feel valued and heard. 00:03:52.039 --> 00:03:54.639 And let's get some practical tips on how to create 00:03:54.639 --> 00:03:57.860 an environment where feedback is welcomed and 00:03:57.860 --> 00:04:02.569 acted on. I've heard some people tell this. Why 00:04:02.569 --> 00:04:04.629 did the business leader bring earplugs to the 00:04:04.629 --> 00:04:07.569 office? So they could block out common sense. 00:04:08.969 --> 00:04:11.629 And how do you tell if a business leader doesn't 00:04:11.629 --> 00:04:14.069 listen to feedback? Well, their inbox is full 00:04:14.069 --> 00:04:18.350 and the team's morale is empty. Not so sure about 00:04:18.350 --> 00:04:21.550 that, but hey, that's the stuff I've heard going 00:04:21.550 --> 00:04:24.709 around. Now, this following story is fictional 00:04:24.709 --> 00:04:27.709 because I need to keep the actual experiences 00:04:27.709 --> 00:04:31.040 confidential. But this story illustrates some 00:04:31.040 --> 00:04:34.360 key issues that arise in getting projects done. 00:04:35.579 --> 00:04:38.899 And I want to talk about John Anderson, the CEO 00:04:38.899 --> 00:04:42.720 of Innovate Tech. That's a tech startup that 00:04:42.720 --> 00:04:46.379 was on the brink of greatness, but also on the 00:04:46.379 --> 00:04:49.959 brink of collapse. John had a wonderful vision, 00:04:50.079 --> 00:04:54.379 but his journey to success was rocky because 00:04:54.379 --> 00:04:57.639 he was missing a critical element, the voices. 00:04:58.269 --> 00:05:04.009 of his team. Now, John had all of the qualities 00:05:04.009 --> 00:05:06.889 that you would expect from a tech startup CEO. 00:05:07.069 --> 00:05:10.550 He had passion, he had drive, and a knack for 00:05:10.550 --> 00:05:14.269 innovation. Fantastic leader. Their products 00:05:14.269 --> 00:05:16.850 were unlike anything else in the market, blending 00:05:16.850 --> 00:05:20.389 the latest technology with sleek, user -friendly 00:05:20.389 --> 00:05:24.670 design. and investors were very interested, the 00:05:24.670 --> 00:05:27.529 media was curious, and the customers were ready 00:05:27.529 --> 00:05:31.389 to buy. But despite all this promise, Innovate 00:05:31.389 --> 00:05:35.550 Tech was struggling to turn a profit. And the 00:05:35.550 --> 00:05:38.870 reason wasn't just about the products. It was 00:05:38.870 --> 00:05:42.730 about John's leadership style. He was known for 00:05:42.730 --> 00:05:46.370 his forward -thinking ideas, but also for his 00:05:46.370 --> 00:05:49.850 reluctance to listen to anyone outside of his 00:05:49.850 --> 00:05:54.839 inner circle. He believed that as CEO, he had 00:05:54.839 --> 00:05:58.160 the final say on everything. Feedback sessions 00:05:58.160 --> 00:06:01.120 became formalities, where employee suggestions 00:06:01.120 --> 00:06:06.160 were often dismissed as unnecessary. To John, 00:06:06.240 --> 00:06:10.319 he was driving the ship, and he knew the destination. 00:06:10.740 --> 00:06:15.079 But the reality? His team members felt unheard, 00:06:15.240 --> 00:06:18.439 morale was plummeting, and the productivity took 00:06:18.439 --> 00:06:22.160 a major hit. The products that could have transformed 00:06:22.160 --> 00:06:24.920 the market weren't getting released on time. 00:06:25.060 --> 00:06:30.720 And the company's financials were sinking. The 00:06:30.720 --> 00:06:33.759 once exciting atmosphere at Innovate Tech had 00:06:33.759 --> 00:06:39.040 turned tense. Talented employees. Talented employees 00:06:39.040 --> 00:06:41.259 started leaving for companies where they felt 00:06:41.259 --> 00:06:44.759 valued and where their voices could make an impact. 00:06:46.779 --> 00:06:51.709 So, one day, during an all -hands meeting something 00:06:51.709 --> 00:06:56.990 happened that nobody could have predicted as 00:06:56.990 --> 00:06:59.949 john was going over the quarterly results skimming 00:06:59.949 --> 00:07:03.870 over the mounting losses a brave employee named 00:07:03.870 --> 00:07:08.170 sarah decided it was time to speak up she had 00:07:08.170 --> 00:07:10.889 seen the potential of innovate tech and knew 00:07:10.889 --> 00:07:12.949 the talent her colleagues brought to the table 00:07:13.759 --> 00:07:16.980 But she also saw the frustration that came from 00:07:16.980 --> 00:07:21.360 a lack of open communication and a CEO who, in 00:07:21.360 --> 00:07:25.300 her view, was out of touch even with his own 00:07:25.300 --> 00:07:29.459 team. Now, to be honest, Sarah's heart was racing 00:07:29.459 --> 00:07:31.500 as she raised her hand and stood up. She was 00:07:31.500 --> 00:07:35.019 terrified. But she knew she had to say something. 00:07:35.680 --> 00:07:39.579 And in a respectful but firm tone, that's always 00:07:39.579 --> 00:07:43.220 important, she pointed out, that Innovate Tech's 00:07:43.220 --> 00:07:46.339 struggles weren't just due to market challenges. 00:07:46.759 --> 00:07:51.060 The lack of open communication and their reluctance 00:07:51.060 --> 00:07:54.040 to accept feedback were dragging the company 00:07:54.040 --> 00:08:01.019 down. Now, to be honest, as she spoke, John was 00:08:01.019 --> 00:08:05.639 visibly taken aback. No one had ever challenged 00:08:05.639 --> 00:08:09.180 him so directly, and especially in front of the 00:08:09.180 --> 00:08:13.860 whole company. But what surprised him even more 00:08:13.860 --> 00:08:19.500 was what happened next. One by one, other employees 00:08:19.500 --> 00:08:22.139 voiced their agreement, adding their experiences 00:08:22.139 --> 00:08:27.259 and echoing Sarah's concerns. After that meeting, 00:08:27.399 --> 00:08:30.319 John took a step back. And he thought about everything 00:08:30.319 --> 00:08:34.139 his team had said. He realized that his top -down 00:08:34.139 --> 00:08:37.779 approach wasn't working. If Innovate Tech was 00:08:37.779 --> 00:08:41.059 going to succeed, it couldn't be... a one -man 00:08:41.059 --> 00:08:44.000 show. His team needed to feel they were heard, 00:08:44.159 --> 00:08:48.440 they were valued, and empowered to make decisions. 00:08:48.919 --> 00:08:52.679 John decided to make some big changes. He started 00:08:52.679 --> 00:08:55.759 by organizing real feedback sessions, no longer 00:08:55.759 --> 00:08:59.960 just formalities, but open forums where his team 00:08:59.960 --> 00:09:03.220 could speak freely. And he made it clear that 00:09:03.220 --> 00:09:06.059 he was there to listen, not to talk, just listen, 00:09:06.179 --> 00:09:10.820 and not to direct. He invited his employees to 00:09:10.820 --> 00:09:15.120 share ideas and questions, and he welcomed them 00:09:15.120 --> 00:09:18.220 to challenge his plans if they saw a better way 00:09:18.220 --> 00:09:22.940 forward. So, to reinforce this new culture of 00:09:22.940 --> 00:09:26.840 openness, John set up innovation councils, where 00:09:26.840 --> 00:09:29.440 teams from different departments could come together 00:09:29.440 --> 00:09:33.299 to brainstorm and problem -solve. and with the 00:09:33.299 --> 00:09:36.340 freedom to implement their ideas. Now, these 00:09:36.340 --> 00:09:39.100 councils weren't led by John. Instead, he let 00:09:39.100 --> 00:09:41.200 his team take the reins, and they were tasked 00:09:41.200 --> 00:09:44.860 with improving products, finding cost efficiencies, 00:09:45.019 --> 00:09:48.399 and enhancing the customer experience, all from 00:09:48.399 --> 00:09:54.840 the ground up. It was a radical shift for Innovate 00:09:54.840 --> 00:09:58.860 Tech. And to be honest, at first, it wasn't easy. 00:09:59.360 --> 00:10:02.440 The employees were skeptical. After all, they'd 00:10:02.440 --> 00:10:05.940 seen John dismiss their input before. But over 00:10:05.940 --> 00:10:09.740 time, as John continued to listen and implement 00:10:09.740 --> 00:10:12.840 their suggestions, the culture began to shift. 00:10:13.299 --> 00:10:15.879 Employees started feeling a renewed sense of 00:10:15.879 --> 00:10:18.940 purpose. They felt that Innovate Tech wasn't 00:10:18.940 --> 00:10:23.580 just John's company. It was their company, too. 00:10:23.679 --> 00:10:28.230 Really important. And the results? They were 00:10:28.230 --> 00:10:34.549 transformative. Employee morale soared. As team 00:10:34.549 --> 00:10:37.330 members felt genuinely valued and connected to 00:10:37.330 --> 00:10:40.269 their company's vision, productivity spiked, 00:10:40.289 --> 00:10:43.789 eventually, not right away, with projects moving 00:10:43.789 --> 00:10:48.330 faster because of fewer bottlenecks. Team members 00:10:48.330 --> 00:10:51.529 had the autonomy to solve problems and make decisions 00:10:51.529 --> 00:10:55.409 without waiting for a top -down approval. the 00:10:55.409 --> 00:10:58.169 atmosphere InnovateTech transformed into one 00:10:58.169 --> 00:11:01.769 of collaboration, excitement, and shared purpose. 00:11:02.210 --> 00:11:05.950 But most importantly, the products that had been 00:11:05.950 --> 00:11:10.529 delayed were finally hitting the market, on time 00:11:10.529 --> 00:11:13.889 and with fewer issues. Customers loved them. 00:11:14.610 --> 00:11:18.610 Investors noticed, and soon InnovateTech's financials 00:11:18.610 --> 00:11:22.230 were turning around. And they were no longer 00:11:22.230 --> 00:11:26.730 struggling. They started to thrive. But the true 00:11:26.730 --> 00:11:29.769 testament to Innovate Tech's transformation was 00:11:29.769 --> 00:11:32.450 the people. Talented employees who had been on 00:11:32.450 --> 00:11:35.950 the verge of leaving decided to stay, and others 00:11:35.950 --> 00:11:39.529 who had left started asking to come back. John 00:11:39.529 --> 00:11:44.250 had done something that many leaders find difficult. 00:11:45.049 --> 00:11:49.850 He let go of his ego and embraced the value of 00:11:49.850 --> 00:11:53.299 the team. It was very painful. But it worked. 00:11:54.240 --> 00:11:57.779 Now, John's story shows us a powerful lesson. 00:11:58.620 --> 00:12:02.379 Leadership is not about having all the answers. 00:12:02.519 --> 00:12:07.159 You can't. It's not possible. Sometimes it's 00:12:07.159 --> 00:12:09.220 about listening to the people who are in the 00:12:09.220 --> 00:12:13.080 trenches every day. And John went from being 00:12:13.080 --> 00:12:17.100 a CEO who thought he knew best to a leader who 00:12:17.100 --> 00:12:20.919 understood the power of collaboration. And by 00:12:20.919 --> 00:12:25.559 making that shift, he ended up saving his company. 00:12:26.899 --> 00:12:29.620 If you're in a leadership role, ask yourself, 00:12:29.899 --> 00:12:33.559 are you truly listening to your team? Are you 00:12:33.559 --> 00:12:36.399 creating a space where people feel safe to share 00:12:36.399 --> 00:12:40.899 their insights and ideas? Because if you are, 00:12:41.019 --> 00:12:44.539 you'll not only build a more successful organization, 00:12:44.960 --> 00:12:48.279 you'll build one where people want to stay. They'll 00:12:48.279 --> 00:12:52.620 want to contribute and they want to grow. Now, 00:12:52.639 --> 00:12:55.340 I want to dig a little deeper into the story 00:12:55.340 --> 00:12:57.860 of John Anderson because I gave you the highlights 00:12:57.860 --> 00:13:02.759 there of what happened. Now, where we left off, 00:13:02.779 --> 00:13:05.159 John was beginning to see the power of listening 00:13:05.159 --> 00:13:09.820 and collaboration after his team bravely voiced 00:13:09.820 --> 00:13:13.659 their concerns about his style. Now, I want to 00:13:13.659 --> 00:13:16.559 explore how he went beyond just hearing them. 00:13:17.080 --> 00:13:19.960 to truly honoring them, empowering his team, 00:13:20.059 --> 00:13:22.720 and transforming Innovate Tech from the inside 00:13:22.720 --> 00:13:27.259 out. So after that pivotal all -hands meeting, 00:13:27.740 --> 00:13:31.299 John knew he couldn't just make the surface -level 00:13:31.299 --> 00:13:36.279 changes. He needed a real cultural shift. He 00:13:36.279 --> 00:13:39.700 needed his team members to feel valued. He needed 00:13:39.700 --> 00:13:42.820 his team members to feel appreciated. He needed 00:13:42.820 --> 00:13:46.250 his team members to feel empowered, not... just 00:13:46.250 --> 00:13:50.429 as employees, but as true partners in the mission. 00:13:51.190 --> 00:13:55.230 So John began implementing three major changes. 00:13:55.450 --> 00:13:59.409 He called them his team -first initiatives, focusing 00:13:59.409 --> 00:14:04.190 on recognition, ownership, and growth. Now, these 00:14:04.190 --> 00:14:07.250 weren't just corporate buzzwords. John committed 00:14:07.250 --> 00:14:10.509 to making these initiatives a core value of the 00:14:10.509 --> 00:14:14.789 culture. So let's start with recognition. John 00:14:14.789 --> 00:14:18.090 realized that for too long he'd taken his team's 00:14:18.090 --> 00:14:21.470 work for granted. They'd put in countless hours, 00:14:21.690 --> 00:14:24.590 sacrificed weekends, and they had solved some 00:14:24.590 --> 00:14:29.029 incredibly complex challenges, all without acknowledgement. 00:14:30.129 --> 00:14:32.950 He'd been so focused on getting products to market 00:14:32.950 --> 00:14:36.309 that he hadn't stopped to thank the people who 00:14:36.309 --> 00:14:38.929 made it all possible, and so he knew that had 00:14:38.929 --> 00:14:41.690 to change. He introduced a new program called 00:14:41.690 --> 00:14:44.250 Spotlight Stories, where every week he could 00:14:44.250 --> 00:14:46.549 highlight the accomplishments of a team member 00:14:46.549 --> 00:14:50.610 in an all -company email. But he didn't just 00:14:50.610 --> 00:14:53.950 list achievements. He shared personal stories. 00:14:54.250 --> 00:14:57.909 He wanted everyone to understand the unique talents 00:14:57.909 --> 00:15:01.259 and hard work behind each success. He'd write 00:15:01.259 --> 00:15:03.559 about how a developer named Alex had solved critical 00:15:03.559 --> 00:15:06.620 coding issue at midnight, or how a designer named 00:15:06.620 --> 00:15:09.100 Pyra had revamped the feature based on customer 00:15:09.100 --> 00:15:13.059 feedback. These stories celebrated the human 00:15:13.059 --> 00:15:16.100 side of Innovate Tech, reminding everyone of 00:15:16.100 --> 00:15:19.360 the individual contributions driving the company 00:15:19.360 --> 00:15:23.620 forward. But he didn't stop at email shoutouts. 00:15:23.950 --> 00:15:26.990 He organized monthly graduate gatherings, casual 00:15:26.990 --> 00:15:29.850 events where team members would share their successes, 00:15:30.230 --> 00:15:33.889 celebrate wins, and recognize each other's efforts. 00:15:34.370 --> 00:15:37.350 And soon, team members started looking forward 00:15:37.350 --> 00:15:40.629 to these get -togethers. They weren't just another 00:15:40.629 --> 00:15:44.230 corporate event. They were a chance for employees 00:15:44.230 --> 00:15:48.889 to feel appreciated and celebrated. So secondly, 00:15:49.070 --> 00:15:54.159 he turned to the issue of ownership. Now, John 00:15:54.159 --> 00:15:58.379 understood that to create real change, his team 00:15:58.379 --> 00:16:02.220 needed more than just recognition. They needed 00:16:02.220 --> 00:16:05.080 to feel like they had a real stake in the company's 00:16:05.080 --> 00:16:07.740 success, and he wanted Innovate Tech to be a 00:16:07.740 --> 00:16:10.940 place where every team member felt they could 00:16:10.940 --> 00:16:14.639 take initiative and contribute their ideas without 00:16:14.639 --> 00:16:19.399 fearing rejection. So, to foster this, he established 00:16:19.399 --> 00:16:23.100 a policy called Project Champions. And in this 00:16:23.100 --> 00:16:27.519 program, every project or major task would have 00:16:27.519 --> 00:16:30.440 a designated champion, an absolute person, a 00:16:30.440 --> 00:16:33.820 team member who would lead it regardless of their 00:16:33.820 --> 00:16:37.220 seniority. These champions had the authority 00:16:37.220 --> 00:16:40.980 to make decisions, organize resources, and to 00:16:40.980 --> 00:16:44.620 lead the project to completion. They weren't 00:16:44.620 --> 00:16:48.220 micromanaged by John or other executives. They 00:16:48.220 --> 00:16:51.879 were trusted. to get things done in their own 00:16:51.879 --> 00:16:56.259 way. By giving team members ownership of their 00:16:56.259 --> 00:17:01.200 projects, John saw a remarkable change in their 00:17:01.200 --> 00:17:04.359 attitudes. People felt empowered to innovate, 00:17:04.619 --> 00:17:08.920 problem solve, and take calculated risks. They 00:17:08.920 --> 00:17:11.779 weren't just following orders anymore. They were 00:17:11.779 --> 00:17:15.200 leading their projects. Team members took pride 00:17:15.200 --> 00:17:18.259 in their work, and that pride translated into 00:17:18.259 --> 00:17:21.119 higher quality and faster delivery times, eventually. 00:17:22.339 --> 00:17:25.660 This shift in ownership also freed John's time, 00:17:25.799 --> 00:17:28.400 allowing him to focus on the big picture vision 00:17:28.400 --> 00:17:32.400 while his team drove projects forward with newfound 00:17:32.400 --> 00:17:38.839 enthusiasm. And then he turned to the third initiative, 00:17:38.900 --> 00:17:43.380 which was growth. Now, John recognized... that 00:17:43.380 --> 00:17:46.660 to keep his team engaged, he needed to support 00:17:46.660 --> 00:17:50.000 their personal and professional development. 00:17:50.619 --> 00:17:53.579 He began meeting with each employee to discuss 00:17:53.579 --> 00:17:55.880 their career goals and asking questions like, 00:17:56.019 --> 00:18:00.720 what skills do you want to develop? And what 00:18:00.720 --> 00:18:03.180 role do you see yourself in a few years from 00:18:03.180 --> 00:18:06.460 now? Because he wanted Innovate Tech to be a 00:18:06.460 --> 00:18:10.839 place where his team could grow and achieve their 00:18:10.839 --> 00:18:14.519 aspirations. And based on these conversations, 00:18:15.000 --> 00:18:17.819 John introduced tailored development plans for 00:18:17.819 --> 00:18:21.799 each employee. For instance, he offered additional 00:18:21.799 --> 00:18:24.859 training sessions, brought in industry mentors, 00:18:25.059 --> 00:18:27.559 encouraged employees to pursue certifications 00:18:27.559 --> 00:18:31.680 related to their roles. But he didn't stop at 00:18:31.680 --> 00:18:34.900 skills training. This is really important because 00:18:34.900 --> 00:18:39.000 he believed that personal growth was just as 00:18:39.000 --> 00:18:42.490 important. So he introduced wellness programs, 00:18:42.670 --> 00:18:44.890 including mindfulness workshops and flexible 00:18:44.890 --> 00:18:48.150 working hours, to support work -life balance. 00:18:48.589 --> 00:18:51.730 He also knew that promotions mattered, and so 00:18:51.730 --> 00:18:54.890 he established a transparent promotion path where 00:18:54.890 --> 00:18:57.329 every employee understood how to grow within 00:18:57.329 --> 00:19:00.789 the company. And the results were incredible. 00:19:01.069 --> 00:19:03.970 Team members were more motivated than ever before 00:19:03.970 --> 00:19:07.380 because they saw that InnovateTech cared about 00:19:07.380 --> 00:19:10.940 their future, not just about the company's bottom 00:19:10.940 --> 00:19:17.319 line. So over time, John's recognition, ownership, 00:19:17.519 --> 00:19:20.460 and growth initiatives transformed Innovate Tech's 00:19:20.460 --> 00:19:23.819 culture. The company went from a top -down structure 00:19:23.819 --> 00:19:26.779 to a collaborative, team -centered environment 00:19:26.779 --> 00:19:30.640 where every person felt they had a voice and 00:19:30.640 --> 00:19:34.859 a role in the company's success. and the financial 00:19:34.859 --> 00:19:38.460 results eventually followed. Productivity surged. 00:19:38.599 --> 00:19:40.839 Projects that had once been stuck in endless 00:19:40.839 --> 00:19:44.220 revisions were now hitting the market on a revised 00:19:44.220 --> 00:19:47.920 schedule. Products became more refined thanks 00:19:47.920 --> 00:19:51.380 to the creative input from team members who now 00:19:51.380 --> 00:19:55.579 felt confident suggesting improvements. Customers 00:19:55.579 --> 00:19:58.740 noticed the quality. Sales began to climb, and 00:19:58.740 --> 00:20:02.920 investors were impressed. And Innovate Tech finally... 00:20:03.150 --> 00:20:06.549 turned a profit. But perhaps the most significant 00:20:06.549 --> 00:20:11.390 change was in employee retention. Talented employees 00:20:11.390 --> 00:20:15.089 who were once on the verge of leaving decided 00:20:15.089 --> 00:20:19.710 to stay. And as word spread, Innovate Tech became 00:20:19.710 --> 00:20:23.470 a sought -after employer in the industry, drawing 00:20:23.470 --> 00:20:27.049 top talent from competitors. John's journey is 00:20:27.049 --> 00:20:29.569 a powerful example of what can happen when a 00:20:29.569 --> 00:20:32.750 leader stops thinking of themselves. as the sole 00:20:32.750 --> 00:20:36.289 driver of success. By recognizing, empowering, 00:20:36.470 --> 00:20:39.589 and supporting his team, John didn't just save 00:20:39.589 --> 00:20:42.869 his company. He made it a place where people 00:20:42.869 --> 00:20:47.069 could thrive. Innovate Tech wasn't just his vision 00:20:47.069 --> 00:20:50.730 anymore. It was a shared vision, built by the 00:20:50.730 --> 00:20:55.829 collective strength of every team member. And 00:20:55.829 --> 00:20:59.490 so John's story reminds us that great leadership 00:21:00.359 --> 00:21:03.380 isn't about having all the answers. Sometimes 00:21:03.380 --> 00:21:06.619 the most profound impact comes from empowering 00:21:06.619 --> 00:21:09.720 those around you, giving them the tools, the 00:21:09.720 --> 00:21:13.799 trust, and respect they need to excel. Recognition, 00:21:13.799 --> 00:21:17.599 ownership, and growth are more than just buzzwords. 00:21:17.759 --> 00:21:20.900 They're keys to unlocking the company's true 00:21:20.900 --> 00:21:25.460 potential. So if you're a leader listening today, 00:21:25.640 --> 00:21:30.460 ask yourself, Are you honoring your team's contributions? 00:21:30.920 --> 00:21:33.420 Are you giving them ownership and the chance 00:21:33.420 --> 00:21:37.119 to grow? Because when you do, you'll find that 00:21:37.119 --> 00:21:40.900 success isn't just about hitting targets. It's 00:21:40.900 --> 00:21:43.619 about building a company where people feel proud 00:21:43.619 --> 00:21:46.859 to work, a company where talent thrives, and 00:21:46.859 --> 00:21:52.200 a company where innovation flows. I want to jump 00:21:52.200 --> 00:21:56.730 in on why feedback is so important. Feedback 00:21:56.730 --> 00:22:00.289 provides leaders with valuable insights into 00:22:00.289 --> 00:22:02.329 their performance, their team's performance, 00:22:02.549 --> 00:22:05.569 and the overall health of the organization. It 00:22:05.569 --> 00:22:09.269 serves as a mirror reflecting the reality of 00:22:09.269 --> 00:22:11.869 the workplace and highlighting areas that need 00:22:11.869 --> 00:22:16.470 improvement. And when leaders actively seek and 00:22:16.470 --> 00:22:19.529 listen to feedback, they demonstrate humility 00:22:19.529 --> 00:22:23.789 and a willingness to grow. This behavior sets 00:22:23.789 --> 00:22:27.009 a positive example for the entire team, creating 00:22:27.009 --> 00:22:30.970 a culture of continuous improvement and open 00:22:30.970 --> 00:22:34.430 communication. Here are some benefits for embracing 00:22:34.430 --> 00:22:39.309 feedback. First of all, enhanced decision -making. 00:22:39.490 --> 00:22:42.450 Listening to diverse perspectives can lead to 00:22:42.450 --> 00:22:45.609 a better decision -making process. It ensures 00:22:45.609 --> 00:22:49.319 that leaders consider all angles. and make informed 00:22:49.319 --> 00:22:53.180 choices that benefit the organization and i found 00:22:53.180 --> 00:22:58.339 that to be so true also you want to increase 00:22:58.339 --> 00:23:01.380 the employee engagement when employees feel heard 00:23:01.380 --> 00:23:03.920 they're more likely to be engaged they're more 00:23:03.920 --> 00:23:07.299 likely to be committed to their work this leads 00:23:07.299 --> 00:23:13.019 to higher productivity and job satisfaction also 00:23:13.019 --> 00:23:16.720 innovation and creativity feedback often brings 00:23:16.720 --> 00:23:21.279 fresh ideas and innovative solutions to the table. 00:23:21.759 --> 00:23:25.039 Leaders who listen to their teams can tap into 00:23:25.039 --> 00:23:28.140 this creativity and drive the organization forward. 00:23:29.460 --> 00:23:33.460 And open communication fosters trust and respect 00:23:33.460 --> 00:23:37.640 between the leaders and their teams, not fear, 00:23:37.779 --> 00:23:42.339 like so many times. It builds stronger relationships 00:23:42.339 --> 00:23:48.230 and more cohesive work environments. So we've 00:23:48.230 --> 00:23:50.289 looked at the positive. What's the negative side 00:23:50.289 --> 00:23:55.150 when leaders ignore the feedback? Okay, here's 00:23:55.150 --> 00:23:58.829 how it can go bad. The decreased morale happens 00:23:58.829 --> 00:24:02.150 when employees feel that their opinions don't 00:24:02.150 --> 00:24:06.390 matter. They're insulted, and their morale will 00:24:06.390 --> 00:24:10.109 plummet. They may become disengaged, leading 00:24:10.109 --> 00:24:13.390 to decreased productivity and higher turnover 00:24:13.390 --> 00:24:19.950 rates. Also, without feedback, leaders will become 00:24:19.950 --> 00:24:22.829 stagnant. They may continue to make the same 00:24:22.829 --> 00:24:25.710 mistakes and missing opportunities for growth 00:24:25.710 --> 00:24:29.849 and improvement. Also, ignoring feedback can 00:24:29.849 --> 00:24:33.289 result in poor decision -making. Leaders may 00:24:33.289 --> 00:24:36.710 miss out on critical information that could have 00:24:36.710 --> 00:24:39.349 influenced their choices leading to negative 00:24:39.349 --> 00:24:44.849 outcomes for the organization. When leaders don't 00:24:44.849 --> 00:24:49.480 listen, They erode trust within the team. Employees 00:24:49.480 --> 00:24:51.299 become more reluctant to share their thoughts, 00:24:51.440 --> 00:24:55.359 fearing their input will be dismissed or ignored 00:24:55.359 --> 00:25:01.880 or made fun of. And a lack of feedback can lead 00:25:01.880 --> 00:25:04.920 to misunderstandings and conflicts within the 00:25:04.920 --> 00:25:08.900 team. Issues that could have been addressed early 00:25:08.900 --> 00:25:12.900 on may escalate, causing disruptions and affecting 00:25:12.900 --> 00:25:17.099 overall performance. How do we foster a feedback 00:25:17.099 --> 00:25:20.599 culture? Okay, there's a few things that can 00:25:20.599 --> 00:25:24.220 be done, and I have proven these to work in more 00:25:24.220 --> 00:25:29.240 than one situation. First of all, encourage open 00:25:29.240 --> 00:25:32.859 dialogue by creating safe spaces where employees 00:25:32.859 --> 00:25:35.799 feel comfortable sharing their thoughts without 00:25:35.799 --> 00:25:38.799 any fear or retribution. And the way you do that 00:25:38.799 --> 00:25:42.660 is no one is allowed to criticize every suggestion 00:25:42.660 --> 00:25:47.099 right away. It's all valid. Later, we may go 00:25:47.099 --> 00:25:49.000 through them and figure out which ones make sense 00:25:49.000 --> 00:25:53.359 and not. Also, as leaders, don't wait for feedback 00:25:53.359 --> 00:25:57.180 to come to you. Actively seek it out through 00:25:57.180 --> 00:26:00.079 regular check -ins, surveys, and feedback sessions. 00:26:00.500 --> 00:26:03.339 And the way that is most effective, I've found, 00:26:03.440 --> 00:26:06.579 is one -on -one. Because a lot of people don't 00:26:06.579 --> 00:26:09.460 want to talk in public, especially if they have 00:26:09.460 --> 00:26:12.000 a different idea than they think everyone else 00:26:12.000 --> 00:26:18.400 does. Also, truly listen to the feedback you 00:26:18.400 --> 00:26:21.740 receive and take action where appropriate. Show 00:26:21.740 --> 00:26:26.420 your team that their input does matter by implementing 00:26:26.420 --> 00:26:29.599 their suggestions and acknowledging their contributions. 00:26:31.059 --> 00:26:34.559 Also, train your team on how to give and receive 00:26:34.559 --> 00:26:37.619 feedback constructively themselves. This will 00:26:37.619 --> 00:26:40.819 help create a more positive and productive feedback 00:26:40.819 --> 00:26:45.299 culture. And this is really important. As a leader, 00:26:45.500 --> 00:26:50.019 model the behavior you want to see. Be open to 00:26:50.019 --> 00:26:53.440 feedback yourself and demonstrate a very great 00:26:53.440 --> 00:26:58.740 willingness to learn and to grow. In conclusion, 00:26:59.039 --> 00:27:01.480 good leaders understand the power of feedback. 00:27:01.559 --> 00:27:03.900 They're willing to listen and to take suggestions. 00:27:04.920 --> 00:27:08.500 Embracing feedback can lead to better decision 00:27:08.500 --> 00:27:12.160 making. increased employee engagement and a more 00:27:12.160 --> 00:27:15.920 innovative and successful organization on the 00:27:15.920 --> 00:27:18.319 other hand ignoring feedback can result in decreased 00:27:18.319 --> 00:27:23.220 morale poor decision making a loss of trust so 00:27:23.220 --> 00:27:27.279 by fostering a culture of open communication 00:27:27.279 --> 00:27:31.440 and continuous improvement leaders can create 00:27:31.440 --> 00:27:34.920 a positive and productive work environment where 00:27:34.920 --> 00:27:40.569 everybody thrives Okay, that's a wrap on today's 00:27:40.569 --> 00:27:43.930 episode of Ignoring the Rules. If this episode 00:27:43.930 --> 00:27:45.930 lit a fire under you and you're ready to start 00:27:45.930 --> 00:27:49.190 leading without the same tired excuses, don't 00:27:49.190 --> 00:27:51.390 keep it to yourself. Share it with your friends, 00:27:51.509 --> 00:27:54.930 your team, your boss, anyone who's fed up with 00:27:54.930 --> 00:27:56.970 the old way of doing things and is ready to make 00:27:56.970 --> 00:28:01.329 real moves. Pass it along. Stir things up and 00:28:01.329 --> 00:28:03.950 let's build a community of leaders who aren't 00:28:03.950 --> 00:28:06.430 afraid to break the rules and actually get things 00:28:06.430 --> 00:28:10.450 done. And if you have something to say, hit me 00:28:10.450 --> 00:28:14.630 up. Feedback is welcome. It's fuel. Please go 00:28:14.630 --> 00:28:17.170 to WayneRobertson .com for the latest and new 00:28:17.170 --> 00:28:20.009 episodes and additional information about this 00:28:20.009 --> 00:28:24.970 new world of getting projects done. You can subscribe 00:28:24.970 --> 00:28:27.549 to my mailing list, find free documents I have 00:28:27.549 --> 00:28:30.630 created, news and information about upcoming 00:28:30.630 --> 00:28:35.029 podcasts. And I also welcome comments about the 00:28:35.029 --> 00:28:37.759 podcast episodes and subjects. you'd like to 00:28:37.759 --> 00:28:41.559 see in future episodes. I don't have all the 00:28:41.559 --> 00:28:44.559 answers. And so I'm always happy to see your 00:28:44.559 --> 00:28:49.140 comments and information. Because we are all 00:28:49.140 --> 00:28:52.200 in this together. And the more we share information, 00:28:52.559 --> 00:28:56.579 the better off we will be. So let us all know 00:28:56.579 --> 00:29:00.339 what you found that works in your projects. Thanks 00:29:00.339 --> 00:29:02.519 so much for tuning in to Ignoring the Rules. 00:29:02.660 --> 00:29:05.779 I'm Wayne Robertson. Hey, have a good one. We'll 00:29:05.779 --> 00:29:06.539 see you next time.