Because

I honestly, if I was to do a study of all the folks that I work with, I would say about 70% of them start there.

Same thing.

And then the other, another 20% is like, I'm long winded and people want to avoid me.

And how do I, how do I, you know, impact? And there's, there's a small percent that they're like, I got this nailed.

And I feel proud of them for even claiming that.

But here's the thing.

How is that helpful?

Yeah.

Just consider it.

Consider it.

Why am I talking? And if the person, if you're just trying to, I don't know, you're like, I just thought of something and I wanted to tell you.

Not a good reason.

If somebody told a story and now you want to tell a story back and it might even be to one up them, do not tell it.

So are they interested? Like, did they ask you a question? Yeah.

Yeah.

Mm-hmm.

And so why wouldn't I do it? I'm also the fastest at doing this, and we got stuff to do and we gotta move forward.

So it is a long game approach to delegate.

The other thing is that people often aren't trained in how to delegate well.

They're like, "Either I do it or you do it." But when it's you do it, we can't do it with a blind trust because then we get bad results and then it's this self-perpetuating cycle of, like, "See? I shouldn't delegate." So we have to figure out what do I actually want to train? Like, okay, if I wanna take this off my plate...

We start off, anyone who's listening, if you're like, "I can't delegate," the thing to do is to start off making a list of two things, what I think I absolutely have to do that is my responsibility that I can't give to anyone else, and things that possibly are possible to give to someone else.

Just start there.

Mm-hmm.

What should somebody be thinking about?

That's, that's a really important question, and there's, there's two components to this.

So one to share with you.

One time I was working with, uh, someone who's a manager, high level, and he had 60 direct reports, which I never even understood how that worked.

I was like, "Aren't there tiered levels?" He said, "No, they all report to me." And I said, "Okay, let's talk succession planning for a moment." So that's what, Moshe, you and I are talking about, is succession planning for a role.

When a, a role becomes available or necessary, do we have somebody on the bench who would be ready to fill it? And he, at the time, said, "No, I don't have anybody.

None of them have the leadership competencies that I need." And from there, we were able to have a really honest and important conversation, because you and I know it's not that there was anything wrong with those folks.

Why are stories important, and, and how does that fit into this whole concept of leadership training?