You are listening to Trinity employment’s, a player matchmaker podcast starring your host and the cofounder of Trinity employment specialists, Cory Minter. Hello and welcome back to the A-player matchmakers where we’re always trying to find different ways to add, add
value to job seekers and employers. And I’ve got three straight consecutive sessions back to back that are completely for employers generally. I’m going to mix it up a little bit more than I than I am now. Um, but I am doing a, uh, podcast interview with the great, great John Maxwell. And so I wanted to do a lot of his material and cover a lot of his great, great rich, um, uh, lessons that he’s taught. And so I wanted to go over some of these, share some of these ideas with you as leaders. And so because of, because this is a, he’s a leadership type author and speaker about Tulsa Medical Jobs, um, we’re, we’re, we’re going to be doing these for our managers and our leaders of our organizations. This particular podcast though is titled, um, for leaders balancing care with candor. The hardest thing to do is a manager.
The hardest thing and it’s being honest when you know it’s going to hurt someone. And being able to balance your candor with letting them know that you care about them is oftentimes important. I want you to know that in my experience, it doesn’t matter how much you care. Some people might take that candor the wrong way and that’s just part of life. Um, but we can still do everything that we can and just use some of the best thought leaders that need Tulsa Medical Jobs, you know, by studying thought leaders like John Maxwell, uh, to be able to learn the best ways to address tough situations. Um, so I, I want to go ahead and start this out. This particular podcast out with, um, some statistics, um, uh, new interacts survey conducted online by Harris poll. Um, 2058 U S adults, 1,120 of them were employed and 616 of the employed people were managers showed that a stunning majority, 69% of the managers said that they’re often uncomfortable communicating with employees.
Over a third 37% of the managers said that they’re uncomfortable having to give direct feedback about their employees performance if they think the employee might respond negatively to the feedback. I speak with managers all the time and this is a consistent concern for every manager I’ve ever with, with with the exception of very few. In fact, many managers have told me the hardest part of their job and they spend more of their time managing and some people might call it babysitting employees then they are there than than than doing their work with Tulsa Medical Jobs. And so this is a really big sensitive issue for a majority of managers. Here are the statistics say 69% 70% and I would say over a third of the managers said that they’re uncomfortable giving direct feedback. I would be willing to say most [inaudible] that’s a low number based on the people that I speak with. But this is a, this is a solid poll, but I wonder if if some managers weren’t holding back in the response there. Every person makes mistakes at some point in time in the workforce and everyone needs someone to come alongside, help them learn how to improve, and if you’re a leader, it’s your responsibility.
And some might not call it this, but it’s even a privilege to be the person that helps someone else get better when you can view it that way. Some managers just like to put themselves on a pedestal and have everybody look up to them, and those are generally the people who have no problem giving their candor. However, their candor is generally the biggest problem. Lot of big organizations have poor managers, but I really want to speak to the people who listen. If you’re a good manager, it likely is uncomfortable for you to some extent giving candor when searching for Tulsa Medical Jobs. Now I’m not saying you should beginning anxiety from it. Great managers are not going to get anxiety from it, but they’re going to understand the emotional, their emotional intelligence will understand that they are likely going to hurt someone by telling them this information a little bit and because they care about people, it’s there. They’re going to be somewhat bothered by it. But great leaders even knowing this one, they care and then two, they, they move forward anyway and I really admire that. See, people can improve their attitudes and their abilities and you know, if you talk to them about where they’re coming short, if you’re a leader and you want to help people, you need to be willing to have tough conversations. So how does being a leader handle being rational
while trying to move people forward? By balancing the candor. That’s what this is about. The first thing here, um, uh, caring values. The person while candor values the person’s potential caring values, the person will candor values the person’s potential to lead successfully. It’s really important that you value people. I believe that’s the most important one. One of the things that my mentor taught me when I was out in Brazil when I couldn’t speak Portuguese at all, he told me this, and this is very, very true here in America when I can speak the language. He told me this, he said, there is an international language that literally everyone understands what Tulsa Medical Jobs are about, everyone understands it and it’s this, they know how to see love. Love is an international language. People can see it. You don’t have to tell him. You don’t have to explain it. They’re going to be able to see it. And that works when you can’t speak to people using their language. Um, but caring for others demonstrates that you value them.
But if you want them to get better, you have to be honest about where they’re at and how they can improve and then help them improve. That shows that you value the person’s potential and it requires candor. You need to be able to look at it as a good thing. I understand that you’ve got some difficult personalities out there and listen, trust me Tulsa Medical Jobs is the key to success, I have had my share of just really loving and caring about someone and having them go off on me in the office because of the way that they took it. I get it. It’s hard, but it’s necessary if you’re candid with someone. But with their benefit in mind, it doesn’t have to be harmful. It can be similar to the work of a surgeon. It may hurt, but it shouldn’t harm. And as a leader, you’ve gotta be willing and able to do that because if you don’t, you’re not going to be able to help your people grow.
The second thing is caring establishes the relationship. While candor expands the relationship. Some of my best employees here I’ve had to be candid with and that candor and growth and knowledge of the field. See, you know, I was an expert at one time and, and I’ve coached them to certain levels. The things that usually help to establish relationship and common ground are care. But those things usually aren’t enough to make the relationship grow into expand relationship, candor and open communication are required. And I would say can be open communication is often because most leaders that I talk to have a difficult conversation when they know they need to, but they’re going to be avoiding it the rest of the time. Usually they’re reluctant for one of two reasons. Uh, they don’t like confrontation. They don’t like the, the fear that they have cause they’re going to hurt them, you know? But if a leader can balance care and candor, the follower responds with grace and willingness to grow. And a lot of this is a really learned thing. You as a leader, you should practice it. The third, the third thing here, caring defines the relationship. While candor directs the relationship, solid relationships are defined by how people care about one another. But just because people care about one than another doesn’t mean they’re going anywhere together.
You got to get the team moving together to accomplish the goal. That’s the responsibility of the leader and it just requires candor. It’s really important. Leaders give up the right to cater to an individual if it hurts the team or the organization. If you want to lead people well, you’ve gotta be willing to direct them candidly. And I’ll tell you, a lot of B players just hate this candor thing. And so you want to ask yourself, have you invested in the relationship enough to be candid with them? Do you truly value them as people? Are you sure that this is an issue? This is their issue and not your own issue? I’ve been guilty of that. Are you sure that you’re not speaking up because you feel threatened? Is the issue more important than the relationship?
Does this conversation clearly serve the interests other their interests and not just your own? Are you willing to invest time and energy to help them change
and are you willing to show them how to do something and not just say what’s wrong? These are really important questions. If you can answer yes to each one of these questions and most likely your motives are probably right and you’ve got a really good chance of being able to communicate effectively. I hope that this helps you in managing your staff. If Trinity can help you in any way, shape, or form, please give us call. We would love, love, love to be a resource and a partner with you. Please give us firstname.lastname@example.org.