Alloy Solutions Leadership Blog

“Hey Ryan, how’s it going this week?”

“How is everything today?”

“Have you sent the proposal yet?”

“How did it go?”

“How is everyone doing this morning?”

“Do you need anything else from me?”

Managers have to ask a lot of questions. There are projects to track, work to monitor, and employees to connect with. Most of these questions have to do with staying informed. As a new manager once told me, “I have so much to keep track of, and so few answers.”

These questions serve a critical purpose in the role of a manager, but they don’t necessarily help employees solve problems, take ownership, or think differently. When we ask stronger questions, we create opportunities for better thinking, development, and performance.

Allow me to present the distinction in this manner:

• Transactional questions help us gather information, check status, and move work forward.
• Transformational questions help people think differently, build capability, and take ownership.

Transactional questions h...

“We haven’t trained Jake on that yet, so I’m handling it.”

“I don’t have time to explain it right now. It’s faster if I just do it myself.”

“Sarah has so much going on already. I feel bad putting more on her plate.”

I have heard managers give all kinds of reasons for why they aren’t delegating, but it usually comes down to this: I know I should delegate more, but it’s faster if I just do it myself.

It’s one of the most dangerous leadership traps out there, and here’s why: You’re probably right.

Actually, that’s not quite true. You’re probably right… for today.

The Bank of Tomorrow

When I speak to leaders, the biggest factor that keeps them from delegating more often is time. If I had a nickel for every time I heard something to the effect of “It’s just faster if I do it myself,” I would be writing this article from atop a throne of nickels. This challenge is especially strong for front-line managers, who are often tasked with managing work they used to do themselves and are stil...

Our last installment in The Leadership Lab explored what was once meant to be white noise for labrador retrievers and how it can also be a great classroom for exploring leadership concepts – none other than professional golf on television.    

Last time, the lessons came from a golf glove. Confidence. Trust. Dominate. And how a 21-year-old Jackson Koivun used his mindset – his self-described superpower – to hold off the world’s #1 golfer and win the 3M Open in only his third professional tour event.  As John Maxwell asks, “Who’s the most important person you talk to all day?”  Koivun’s win loudly proclaimed the correct answer:  You, yes YOU, are the most important person you talk to all day.  How we think about, treat, and talk to ourselves absolutely matters. 

In this installment, our classroom stays on the course, but the focus shifts from the conversation between our ears to the one beside our shoulder.  Our last lesson came from a golf glove.  This one comes from a caddie.  Our l...

Who’s your favorite superhero? Batman? Superman? Maybe Wolverine, or Wonder Woman? These days, there are more than enough options to go around.

Personally, I grew up on the Tobey Maguire Spider-Man movies. I was just the right age when those movies came out to be captivated by his high-flying, web-slinging heroics (and perpetually confused by that dancing scene). Those films still hold a special place in my heart, all these years and Spider-Men later.

You know which hero never caught my attention? Not as a kid watching cartoons, not as a teenager going to movie theaters, and not as a parent streaming movies from home with kids asleep upstairs.

That would be Supermanager, of course!

The name may not ring a bell, but you surely know this superhero quite well. Supermanager doesn’t swing through the skies of New York City, but they swing by desks to answer questions, solve problems, and save crucial projects right at the deadline. Supermanager has all of the right answers, knows all of...

Here’s a scenario: In a monthly department meeting, one of your direct reports is presenting a new project that will be rolled out to the company in the coming weeks. As the presentation rolls along, you start to notice a surprising number of “ums,” “uhs” and “you knows” peppering the address. One of your peers gives you a look. They’re hearing it too.

So, leader, what are you going to do about it? Consider a few options:

1. Make a mental note to bring it up in your next 1:1
2. File it away for the upcoming performance review
3. Hope it doesn’t happen again so you never have to bring it up

If option C has caught your attention, you might be among the 21% of leaders who admit to avoiding difficult feedback conversations - or the 44% who say feedback is stressful.

Delivering timely feedback is one of the most important skills a manager can develop - and one of the hardest. I've taught leadership skills for nearly a decade, and regardless of industry, geography, or level of experience, t...

Our newest family member is unknowingly teaching us valuable lessons about leadership. Meet four-month-old Dottie – precocious younger sister to the wiser, calmer eight-year-old Denver.  We’re in the full-on teething phase where those razor-sharp teeth find themselves embedded in any and every available surface, including human arms, hands and feet.  Blood has been drawn and redirection and training is happening at every one of these painful learning opportunities.  Thankfully, we know this is just a phase and with proper attention and training she’ll be using that “soft mouth” and gentle spirit that Denver and other labradors are known for. I’m encouraged in these painful moments by watching Denver gently receive toys, treats, and any and all attention from his humans, including our toddler grandchildren.  In his presence, our fingers and toes are safe and none the worse for wear.   The remarkable thing that helps us in training Dottie isn’t that Denver has teeth. It's that Denver kno...

It’s that time again. Another week means another meeting. A chime sounds and a calendar reminder appears on your desktop to herald the arrival of this corporate ritual, the familiar thought creeps into your mind: “Here we go, it’s time for my one-on-one.”

“Wait,” you think, “what are we going to talk about?” As the meeting draws closer, you think back on the week that was. “What did we even talk about last time? Was I supposed to prepare something?” With a few minutes to spare, you pull a pen and a notepad from a stack on your desk and scribble a couple of quick thoughts. “I’ll think of something,” you reassure yourself as you gather yourself to head for the familiar conference room (or, just as likely, start to click around to find the virtual meeting link). “Maybe we’ll even end early.”

An Epidemic of Bad 1:1s

When was the last time you had an incredible one-on-one meeting? Not just an average meeting; a truly excellent experience - for both parties - that added to the relationshi...

I own a 1976 Volkswagen Super Beetle Convertible, one of the limited-edition Triple White models. Whenever I drive it, people smile, wave, point, and occasionally stop me with questions when it’s parked.  Driving that car requires a different mindset – that of noticing and being open to the curiosity and joy expressed by others around me upon seeing it.   

Over time, I’ve learned something important: driving the Beetle isn’t just about enjoying the car. It’s about being present for the people who enjoy seeing it.  

That realization led me to several leadership lessons. 

1. Notice the People Who Notice You 

Leadership begins with awareness. It’s easy to become focused on where we’re going and miss the people around us. Great leaders pay attention to those who are paying attention to them.  As John C. Maxwell says, “Great leaders walk slowly through the crowd.”  Indeed.  But how often am I not only not walking slowly, but I’m not aware of the faces in the crowd.  Or that there’s even...

Congrats!

Hey, congratulations! You did it!

After years of strong performance, stretch assignments, professional development courses, and countless podcast hours, you finally got that promotion you’ve been chasing for so long.

You can officially say, “I’m a manager.”

So… now what?

Why This Transition Is So Difficult

I’ve spent the last decade helping new managers adjust to the demands of their new responsibilities. Candidly, I’ve seen some leaders who never fully made the transition — and their teams suffered for it, sometimes for years on end.

Some were incredibly strong individual contributors who struggled with the realities of leadership. Not because they lacked capability, but because the skills that make someone a great contributor are not the same skills that make someone highly effective at leading people and delivering results.

Whether you’re brand-new to people leadership (in which case, seriously, congratulations!), or a senior leader with decades of experience, here...

Making a Business Case for Empathy, by Ryan Hansen

Breaking News: Work sucks.

Okay, so maybe that's not exactly breaking news, and allow me to apologize for starting off on such a cheeky note. The truth is, this is a tough time for employees and employers alike. But, of course, you already know this. You've seen the headlines. Layoffs abound. Quiet Quitting. The Great Resignation.

We can unpack the causes behind each of these at another time, but the effects have been unmistakable. Employees are stressed out, and with good reason. Inflation has reduced the value of their paycheck, and childcare is harder to find than ever before. Layoffs and turnover have stripped teams of years' worth of institutional knowledge and left fewer, newer hands to do the same amount of work. In some cases, the work has even increased. Scope creep, or "quiet hiring," is becoming more and more common as managers ask their top employees to fill gaps by taking on more responsibilities without any change to t...