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How to say no with confidence

How to say no with confidence

 
 
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The day I became VP, my boss pulled me aside and said the following:

“The higher up you go, the more trade-offs you’ll need to make”

Most employees struggle with saying no, not because they don’t want to, but because they don’t know how to.

Today’s podcast talks about two frameworks that will help you say no to projects that don’t matter, so you can say yes to projects that do.

πŸ”‘ Framework #1: Saying no to the boss

Here’s a little secret – It’s ok for you to say no to your boss occasionally. However, there’s a wrong way and a right way. I’ve put together a 3-part framework that’s going to help you say no to your boss and look influential while doing it.

πŸ”‘ Framework #2: Saying no to a coworker

Nothing messes up a day like a last-minute zoom invite. Sometimes, these calls are important. Most of the time, they’re not.

I’m sharing a 3-part framework customized for your co-workers. Now you get to say no without all the guilt.

3 limiting beliefs of first-time managers

3 limiting beliefs of first-time managers

 
 
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If you’re managing a team for the first time, you might be putting unnecessary pressure on yourself.

The stress to prove your worth can show up in the form of 3 false beliefs:

πŸ’­ “Saying I don’t know might harm my credibility.”

😑 “Conflict is unhealthy for my team.”

❌ “Good managers don’t make mistakes.”

Today’s podcast will show you how to manage these limiting behaviors.

If you’ve overcome these beliefs, please share this podcast with a new manager, they’ll be grateful.

I wish someone would’ve pulled me aside in 2007 and prepared me for this journey – today, you can be that person for yourself and someone else.

Happy leading,

Ali

Supercharge your teams with this framework

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I’m really excited about the feedback tool I’m sharing today.

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Most leaders and teams are leaving good money on the table by not exchanging feedback.

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When teams rapidly exchange feedback, magic happens:

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βœ…  Teams improve faster.

βœ… Your employees will learn to trust each other more.

βœ… Teams feel more confident to innovate.

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Introducing the IL/IW/WI framework

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I first learned about the “I Like, I Wish, What If” framework from the Stanford d. school. This is a popular technique for teams to exchange rapid feedback without stepping on anyone’s toes.

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How does the IL/IW/WI work?

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Let’s assume your team’s struggling to engage clients during a QBR.

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Step 0: Schedule a feedback session with your team.

πŸ‘‰ Purpose: Share candid feedback on how the QBR went and ideas for improvement.

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Step 1 goal: Individuals start by sharing what they liked about the presentation. (The order is important)

  • I liked how we allocated more time for the Q&A section.”
  • “I liked our clock management. We didn’t go over.”
  • “I liked how we engaged the SVP from the start.”

Step 2 goal: Individuals share one thing they wish could’ve been done differently.

  • I wish we had better timelines for our roll-out section.”
  • I wish we had better answers for the CMO.”
  • I wish we had smoother transitions between sections.”

Step 3 goal: Individuals share a “what if” to recommend areas of improvement.

  • What if we did a dry-run next time?”
  • What if we tried fewer slides, more demo?”
  • What if we worked together on building the agenda?”

Step 4 goal: Step back and analyze the full picture together.

As a leader, I want you to facilitate the session by getting curious:

  • Jim, what did you like about our engagement with the SVP?”
  • “Pam, how can we make our timelines better next time?”
  • “Dwight, tell me more about the new format you’re suggesting.”

Do

  • Listen, observe, and ask questions.
  • Thank people for their courage.
  • Rinse and repeat.

​Don’t

  • Blame and shame.
  • Nitpick in this session.

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Why IL/IW/WI?

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[I like] motivates your employees.

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Adding the phrase β€œI like” at the start of your feedback gives it more weight. Just saying β€œI like” intentionally will make your feedback meaningful to the listener.

When everyone shares what they like, team morale goes up.

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[I wish] makes feedback digestible without the heartburn. β€‹
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Adding the phrase β€œI wish” at the start of your feedback makes it safe for the giver and receiver.

It’s a great way for teams to share constructive feedback in a pleasant way. The focus is on learning together, not blame and shame.

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[What if] will open up possibilities you didn’t know existed.

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The phrase “What if” teaches your teams the courage to look into the future and build their risk-taking muscle. Progress can’t be made if teams don’t have the ability to future-focus.

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Without a system of rapid feedback, most teams will remain stuck.
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I hope you try this exercise. Let me know how it goes.

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​Ali

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How to coach your employees to prioritize

How to coach your employees to prioritize

 
 
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Now more than ever, your employees need your help.

Today’s podcast will show you step by step how you can help your employees prioritize their projects and get back on track.

Step 1️⃣ Make the ask

Step 2️⃣ Give clear instructions

Step 3️⃣ Demonstrate trust

Step 4️⃣ Inform and clarify

Step 5️⃣ Align and Agree Spending 15 minutes with your employee helping them prioritize can make all the difference.

How to coach your employees to prioritize

Its no surprise, we’re working longer hours, and our stress levels are on the rise.

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Now more than ever, your employees need your help.

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Today’s video will show you step by step how you can help your employees prioritize their projects and get back on track.

​Also, according to research, successful employees strongly agree with the following statements:

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βœ… My manager helps me set work priorities.

βœ… My manager helps me set performance goals.

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I know you’re busy; however, spending 15 minutes with your employee helping them prioritize can make all the difference.

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I’d love to know how this exercise goes.

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Keep leading.

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Ali

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PS: ICYMI – Here’s a podcast on 3 time-tested tactics to manage a remote team.

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