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...

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...

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...

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...

The Best Decision-Making Advice I Ever Received

Four years ago, I walked into a massive ballroom at the Orlando World Center Marriott for an afternoon teaching with John Maxwell. It was right after lunch and the enormous meeting room was freezing cold. I was clinging to a paper coffee cup to keep warm - and to fend off an afternoon nap. Thinking back on it now, I certainly didn't know that the lessons Maxwell shared in the next hour would stick with me for years to come.

Before we get to the specific advice, think back on a big decision you made in the last year. Maybe a few examples come to mind. Perhaps someone else's decision comes to mind - a decision handed down from leadership, or a decision made by your favorite sports franchise to trade a player, change systems, or fire a coach. Think back to how you felt in the days leading up to that decision, and remember what came next. Remember the feelings that followed the decision, and the steps that you or someone else took as a resu...

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...

Three Steps to Finding the Right Coach for You, by Ryan Hansen

These days, more and more professionals are turning to an executive coach to sustain their growth and help them perform at their best. Previous posts on this site have already covered why you should consider a professional coach, and how to get the most out of a coaching relationship, but that first step - finding the right coach - is the most important of all. Here are a few keys to finding the right coach for you:

1. Know Your Purpose

To find a great coach, start with the end in mind. What would you like to accomplish through this coaching experience? Identify your goals so you can identify the type of coaching you need. The more specific you can be in your quest to find a coach, the bigger the impact of the coaching relationship. Do you need a career coach to help you take the next step in your professional life? Do you need a business coach to help you grow your side hustle into a full-time gig? Maybe you are looking...

Fire-Fighting is Killing Your Team. Here's How to Quit. by Ryan Hansen

Have you ever had one of those managers who just can't seem to stop? It's not that they don't seem to stop - it's as if they can't. For them, the day consists of bouncing from one project to another, from one problem to another, of answering questions and sorting out issues before they become crises. They don't have a minute to talk - or perhaps they have precisely one minute while they're walking from one meeting to the next. Sure, they start the day with an agenda, but other priorities crop up and demand attention.

You can spot this manager in their natural habitat. You'll see him or her hustling from one meeting room to the next, or half-jogging to a bathroom between conference calls. Their team members say things like "Have you seen Sarah?" and "Hey, if you talk to Chris would you ask him to get back to me about that proposal?" Reschedules are a fact of life for these managers; conversations run long or they a...

Connecting Purpose and Resilience, by Ryan Hansen

This post was originally part of our Finish Strong Challenge, which emphasized components of modern resilience to help participants finish the year on a high note and build positive momentum for 2021. Be sure to subscribe to our newsletter for the latest on future challenges and updates from Alloy!

How many times do you think about why you do what you do?

Why?

It's a simple word, but it can be a complex question. Let's ask the same question a few different ways:

• Why does my work matter?
• How does my work help other people (on my team, in my company, or in society at large)?
• What would happen if my role did not exist?
• Who am I serving?
• Who benefits from the work I do?
• Who is counting on me to do my job?

Many of us get so caught up in the day-to-day grind of our work that we eventually stop focusing on the overarching purpose that makes our work important and necessary.

As we take a closer look at Finding Your Calling this ...