So I

started thinking about the book about 10 years ago, and I really started wanting to put together a guide that would help new leaders adopt leadership in a way that I felt that they really wanted to be leaders or to help existing leaders say, wait a minute, maybe I could do better.

And it came out of all of the work that I was doing with training, mostly training at that point, and working with younger people that were just entering into the leadership environment and struggling because Their instincts were that they wanted to be social.

So I'm basically talking millennials kind of component.

They wanted to have this environment that they work that was collaborative and friendly, but still really meaningful, right? Meaningful personally, but also meaningful professionally.

They wanted to grow.

They wanted to do great work.

What's our responsibility as leaders to make sure that that's happening?

What are you meaning and what are you seeing in the work that you do? Sure.

It's a great question.

There's no one definitive answer to the what is the microculture because right now you and I are creating a microculture between the two of us.

We're establishing a relationship, a rapport.

We're getting a feel for each other.

We're getting an idea of whether we think that we could work together, if there's something else that we could do.

Do I trust you? Implicitly because there's something that's just naturally sparking that is connecting or do I feel like you're standoffish or do you feel I'm standoffish or not authentic? Authenticity is huge.

But when we think about breaking down those fear barriers, moving towards a more trusting relationship, From the work you've done and your own experiences, what are some of the practical steps that you have taken or you would advise people to take to help strengthen and build that trusting relationship?

[chuckles]

[chuckles] So, yeah.

So every chapter is a topic that a leader might experience.

The first couple chapters are all about establishing trust and building, uh, a sense of, of loyalty and communicate, open communication and vulnerability.

And then it gets into how do you have a difficult conversation that is respect-based? Another chapter is how do you hire someone? So if you're a first-time leader and you've never hired anybody, you don't, you don't know what you should be doing and shouldn't be doing.

Well, I've, I have eight pages that will take care of that for you.

Just close the door for a minute, spend 10 minutes reading that chapter, and you can come out of it with confidence on what to do next.

Yeah

Hmm.

Right? So if I'm going to say, "Hey, Dee, uh, you know, I saw you, uh, speaking over somebody in that meeting yesterday, and I just wanna bring that to your attention because I'm thinking that you didn't notice that you were, you kept cutting Bruce off when he was trying to speak.

So I just wanted to come to that...

I, I just want you to be aware of that because it, it, it can really hurt our energy within our team," right? So again, that is a conversation that your focus, your, your, your why, is creating great energy with the team, not attacking Dee for speaking over with Bruce, right? The speaking over is just, it, it's, it's, it's what happened.

But the why you're having this conversation is the bigger picture.

It's the more important picture, and it allows Dee to feel safe because it's not about, specifically about Dee, it's about creating this great environment.

Mm-hmm.

It just, it just means that that's, I might be feeling that.