Loading summary
Transcript15 lines
- [00:00]
A
This is the Jocko Underground podcast number 168. Sitting here with Echo Charles, going to address some issues from the troopers out there in the world. What do we got? Let's go.
- [00:11]
B
First question. I'm an executive at a large corporation with several senior managers reporting to me. After months of feedback and coaching, I removed a manager from his role due to performance issues and reassigned him to a position better suited to his technical and leadership skills. This was a deliberate decision, not spontaneous. Our organizational effectiveness specialist recommends briefing the senior leadership team on why the change was made to maintain trust and prevent rumors. I believe the specifics are private between me, the manager and his new boss, and that sharing could undermine his credibility or set a precedent. How should I balance transparency with the team to maintain trust and morale while respecting the manager's privacy and taking ownership of this decision?
- [01:04]
A
So I do think it's important to explain what's going on, right? If we don't explain what's going on, then we get rumors, and the rumors are not going to be good. So I think it's important to explain what's going on. But I would. I would focus on the. The reason that the change was made, and I would. More specifically, I would focus on the positive reasons that this change was made. And there certainly are positive reasons that this change is made. And those are like, you could be saying things like, hey, listen, he has more experience in this area, or we needed his expertise in this subject matter, or he has better technical knowledge. Hey, listen, I got to move Fred over there. You know, he's got more experience, he's got more technical knowledge. We don't have any time to train someone up to his level. That's why we're going to put him over there. And I think that's the move, right? So you, you figure out what the positive. And it's. It actually says in here, like he says, and moved him to a position better suited to his technical leadership skills. Oh, I need. So you can. You can frame this in a way that it is a positive thing as opposed to framing it that it's a negative thing. And by the way, I've done this a lot. And. And it's. It is telling the truth, right? It's telling the truth in the situation. And I think that's what I would do. I would say, hey, listen, we're moving Fred. I need someone in that area. I needed to get it. Someone that's going to be real specific and focused on. On that technical aspect. And he's the guy that has that real good technical leadership skill. So that's why I need him in there. And they're real, you know, I frame it that way and it'll be fine. And look, there will be some people that sense, you know, a little that they'll, they'll sense the, some of the negative aspects of it as well, but you don't need to give it to them. Like they'll. Okay. Like. Well, yeah, it's cuz he. Because he rubbed people the wrong way. You can sit there and say that in the, in the. That be like a, A mitigated rumor. Right. But the mitigated rumor will be overwhelmed by, oh yeah, he had this going on and that's why we moved him. Simple as that. And by the way, this still means it's also your decision. So you're taking ownership of the decision and you're presenting this stuff in a positive light, which is all true. It's good for the company, it's good for him. It's good. It's good all around. So that's what I would do in that situation.
- [03:47]
B
That's actually good. And when you think about it, it kind of plays a lot of decisions because it's, it avoids kind of the drama scenario in which is instead of like, hey, this guy got punished. You know, drama, fun drama kind of a thing, it's kind of like, hey, we had something that was maybe inconsistent, incongruent, maybe for lack of better term, a problem that we just had to. This was a better fit.
- [04:10]
A
Yeah.
- [04:10]
B
You see, I'm saying like, like that's actually a. One of the expressions. Right? It wasn't a good fit.
- [04:16]
A
Yeah. You know, it's another way of saying it. Yeah, I did that with a guy one time, moved him from one position to another position and then took, you know, I was like, okay, cool. And for a various number of reasons, I did this. I made the announcement, like to the crew, like, hey, I'm moving such and such, such and such position. You know, gonna have him doing this. And focused on that and didn't like phase anybody. Everyone's kind of like, oh, Roger that. And then after that I was like, hey, let me, let me just debrief you on some stuff before you move over there. And he came into my office and I shut the door and I was like, I just fired you. And you saw like, he was like, okay. I wanted to make him 100%. I wanted him to know that he didn't meet the standard and the things that I had addressed with him. He did not do. And he just got fired, that I didn't want to publicly hang him.
- [05:15]
B
Right.
- [05:15]
A
He didn't have any hanging offenses. But he also needed to know that he did not step up his game. And so I let him know that personally. But I didn't crucify him in front of the crowd because we needed him. We needed him to perform that. The new duty that he got was also an important duty. He needed to do it well. He needed to still have respect from the crew and he needed an opportunity and a chance to perform. But at the same time, I felt if I just moved him without telling him that he would continue to perform the same way.
- [05:50]
B
Right, right. That makes sense.
- [05:52]
A
And so I brought him off and I said, you just got fired. So. All right. And it sounds like this guy already addressed this stuff right? With that guy. So. Which is. Which means we're covered there.
- [06:06]
B
Yeah. He mentions it wasn't spontaneous. So yeah, this is. No, but even, like, even with your kids, like if they, you know, they make a mistake or do something, you know, and then if you can control our emotions and be like, oh, wait, this kid's 10, you know, so 10 year olds make these types of mistakes literally all the time and be like, hey, instead of being, oh, you're in trouble, or. And then telling, telling everyone, you know, they're in trouble, they did this. And this is their pun. It's not that. It's like, hey, you tell them, hey, this was wrong. This is what you should do instead. Do something good. Like, don't. I don't know if they forgot to take out the trash. I don't know, Whatever. Be like, hey, try to remind yourself. Set a reminder or something like this. Tell them the positive, the thing to do rather than harp on like the negative or whatever. And then, yeah, then if you want to tell somebody, say, hey, hey, we're setting reminders now and this is going to help you, help us, help everybody.
- [06:57]
A
And also what's interesting about that is like you like, let's say your kid does something stupid or something wrong, right? Let's say. And you address it and you frame it in a positive way in front of the group. But then behind the scenes, you tell them like, this was wrong and this is, you're going to be. There's going to be consequences for these actions. So you will gain some leadership capital because you didn't like humiliate them in front of their birthday party, you know, or whatever the case may be. And even with like that guy, like, he was, you know, he's mad or whatever. He's frustrated that he got fired, but he's also appreciative that I didn't publicly humiliate him, which would be an thing to do. And you're, you know, you, like I said, I still need this guy. I still want to have a good relationship with him.
- [07:53]
B
Yeah.
- [07:53]
A
And even firing him privately let him know that, like, dude, I trust you. So that is a little excerpt of what we are doing on the the Jocko Underground podcast. So if you want to continue to listen, go to jockounderground.com and subscribe. And we're doing this. We're doing this to mitigate our reliance on external platforms so we are not subject to their control. And we are doing this so that we can support the Jocko podcast, which will remain as is free for all as long as we can keep it that way. But, but we, but we are doing this so we don't have to be under the control of sponsors. And we're doing it so we can give you more control, more interaction, more direct connections, better communications with us. And to do that, we are, we're building a website right now where we'll be able to utilize to strengthen this legion of troopers that are in the game with us. So thank you. It's Jocko underground dot com. It cost $8.18 a month. And if you can't afford to support us, we can still support you. Just email assistance@jockounderground.com and we'll get you taken care of. Until then, we will see you mobilized Underground.