I think it can be. There's obviously times when you have a project that's really critical and you've got some time pressure, but I don't think that's most of the time. And I think if there's times when people have either not been able to get away from their desk for a while or they've got something else going on, sometimes that scheduled one on one block is a great time to just step away from the computer. It's rare, I would say that somebody who reports to you is gonna directly ask for you to just cancel that meeting. Acknowledging that you're the one who has the kind of positional authority there and having enough empathy to know what it
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