When you have stuff in writing, when there's an agenda before, and you can actually look at it, you can view those things and figure out what should be discussed first. Hey, we only have 30 minutes, lots of stuff in here. What are the most important things that we need to talk about? And you're right, maybe by this time next week, some of the things that need to be talked about don't need to be talking about. They kind of resolve themselves. But I think the combination of a defined time plus something written where you can reveal the things that needs to be discussed is a very powerful combo.
Episode show notes and resources
Communication and transparency are crucial in teams. Uncertainty and lack of information can create anxiety, mistrust, and disengagement among employees.
In episode #137, Spencer shares how he communicated with his teams during an acquisition and how he structures his 1:1 meetings with intentionality.
Spencer Norman, the Vice President of Engineering at Privy, oversees the distributed engineering teams of the ecommerce marketing platform. Before joining Privy, Spencer held leadership positions at Mailchimp (acquired by Intuit) and Reaction Commerce.
Spencer provides guidance on creating a sense of safety within your team when delegating new responsibilities and explains the comfort, stretch, and panic framework.
Tune in to hear all about Spencer’s leadership journey and the lessons learned along the way!
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TIME-STAMPED SHOW NOTES:
[04:23] Avoiding a management role
[9:50] Collaboration stack
[13:33] One-on-one meetings anatomy
[28:51] Skip level one-on-ones
[33:25] Managing through an acquisition
[42:28] Delegation and psychological safety
[46:20] Lean into your influence