Maxwell Leadership Executive Podcast
Jul 16, 2026 · 24 min · 11 segments
Get the learning guide from today's episode here! In this episode, Chris Goede and Perry Holley explore practical strategies for…
And, and just so you don't feel like you're the only one that's, uh, feeling this, um, topic, uh, it's almost the number one topic on coaching calls today.
I just noticed that, uh, business is good, I would say, but people are, um, not as good as they'd like it to be.
And so it may have been a little better in some past years, and now this is a topic that comes up quite a bit.
It's, uh, if you follow us on The 5 Levels of Leadership, we-- this is a level three topic where you're trying to produce results and, uh, it's the production level.
Um, you have level two, where you've got the relationships, or level three, I'm asking for your hand, not your heart.
I want, I wanna actually s- can we improve how we do things? Um, there's, you know, all kinds of clarity problems or crea- uh, capability problems, coordination problem, lots of challenges that go with every business.
But today I was gonna l- present maybe a little mindset and framework around how do you really address when performance is not where you want it to be.
I, I don't wanna go back to having, uh, the hands-on there, but oftentimes, um, that's our natural reaction and, and that's exactly opposite of how people succeed and, and, and the people that are under your leadership succeed and are able to lead.
Let's start with, um, are you asking the right questions? This is something that I think is huge because when we start to lag in performance, uh, a leader may say, "Well, how do I get them to work harder? Are they working enough hours?" Right? Whereas the, the better question would be, um, what is making a good performance? What is making the results difficult right now? Like, what can I be helping you with?
Like what, what are the challenges that you are, are facing? Um, because let's be-- let's just talk the flesh here sometimes.
The-- Sometimes we were like, "Well, maybe they just don't have the commitment that I do."
What's wrong with these people, right? How many times I'm thinking about my dad right now, like, or our parents, right? Like, I feel like I'm, uh, in that mode where, where we would say that, but it's, it's really not the issue itself.
And so one of the things that we need to make sure is that we are not unintentionally creating this overzealous micromanagement mode, because I-- it's just gonna make things, it's gonna make things worse.
And so we need to really get into, hey, are we being clear? What's the expectations? Um, are there conflicting priorities right now that are, are doing that? What are the interruptions that the team is feeling? What barriers can I move? How can I help? How can I be a part of the solution and the team not trying to strictly just drive it and do it myself?
And, and just so you don't feel like you're the only one that's, uh, feeling this, um, topic, uh, it's almost the number one topic on coaching calls today.
I just noticed that, uh, business is good, I would say, but people are, um, not as good as they'd like it to be.
And so it may have been a little better in some past years, and now this is a topic that comes up quite a bit.
It's, uh, if you follow us on The 5 Levels of Leadership, we-- this is a level three topic where you're trying to produce results and, uh, it's the production level.
Um, you have level two, where you've got the relationships, or level three, I'm asking for your hand, not your heart.
I want, I wanna actually s- can we improve how we do things? Um, there's, you know, all kinds of clarity problems or crea- uh, capability problems, coordination problem, lots of challenges that go with every business.
But today I was gonna l- present maybe a little mindset and framework around how do you really address when performance is not where you want it to be.
I, I don't wanna go back to having, uh, the hands-on there, but oftentimes, um, that's our natural reaction and, and that's exactly opposite of how people succeed and, and, and the people that are under your leadership succeed and are able to lead.
Let's start with, um, are you asking the right questions? This is something that I think is huge because when we start to lag in performance, uh, a leader may say, "Well, how do I get them to work harder? Are they working enough hours?" Right? Whereas the, the better question would be, um, what is making a good performance? What is making the results difficult right now? Like, what can I be helping you with?
Like what, what are the challenges that you are, are facing? Um, because let's be-- let's just talk the flesh here sometimes.
The-- Sometimes we were like, "Well, maybe they just don't have the commitment that I do."
What's wrong with these people, right? How many times I'm thinking about my dad right now, like, or our parents, right? Like, I feel like I'm, uh, in that mode where, where we would say that, but it's, it's really not the issue itself.
And so one of the things that we need to make sure is that we are not unintentionally creating this overzealous micromanagement mode, because I-- it's just gonna make things, it's gonna make things worse.
And so we need to really get into, hey, are we being clear? What's the expectations? Um, are there conflicting priorities right now that are, are doing that? What are the interruptions that the team is feeling? What barriers can I move? How can I help? How can I be a part of the solution and the team not trying to strictly just drive it and do it myself?
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