2min chapter

The Rhys Show cover image

Scaling People: Tactics for Management and Company Building with Claire Hughes Johnson

The Rhys Show

CHAPTER

The Scout Mindset and NVC

A is like this scout mindset, a good book by Julie Gailiff. The other thing I find myself doing is decoupling decisions. You need to sort of say, well, actually I'm making one decision and then another one. And if I make them together, I might make a different set of decisions that I intended to.

00:00
Speaker 2
I think it um, yeah, it makes me think of a bunch of things. A is like this scout mindset, this good book by Julie Gailiff, which is about how actually the scout mindset's really good. You don't necessarily want to have always the Steve Jobs thing you want to be have uncertainty. You want to be game for whatever you want to have, you want to have whatever Patrick call center is you were like, I don't know what what is the, you know, topological disagreement space here? It's like, you know, um, and so you want that and then but you are maybe lacking, especially the folks that you're working with, or maybe it makes me think I did some assertiveness training for myself at one point, which is pretty helpful. It also makes me think of the, um, I gave this talk recently about at this lightning talk, a very small talk on, um, motivational interviewing and NVC as things that coaches like yourself, and I run a school school should do with people, which is, and motivational interviewing is all you're saying is just like, it's self efficacy and its belief. You're just like, you already got this. And then the NVC is just for me, like, oh, this sounds scary, but you
Speaker 1
have this, you know, and you don't really do anything. Yeah. No, I feel like a lot of my coaching, I thank you for putting vocabulary to it. I do a lot of motivational interviewing coaching where I just say, well, what do you think you should do? Hmm. Well, that sounds, and then, you know, we're tweaking, you know me, I like to be tactical. So then
Speaker 2
I say, okay, so what are you exactly going to say?
Speaker 1
Like when you got to do this hard thing that you realize you have to do. The other thing I find myself doing is decoupling decisions. People tend to combine, like they're making assumptions. Um, this isn't so much of a, well, this is a founder who's making a decision. And I found that he was combining a decision about his company direction with kind of a hiring decision, let's say. And, and I was like, well, you're making a big assumption about your company direction, which is, and I think trying to convince yourself that this is the right hire. And I said, if you just decoupled, would you tell me that's your company direction for sure, right? Or did you get so entranced by this candidate that you're, and that I think helped, you know, you just get, you get a little bit emotionally attached sometimes to a direction you're headed, either with a candidate or a product idea. And you need to sort of say, well, actually I'm making one decision and then another one. And if I make them together, I might make a different set of decisions that I intended to.

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