I was entering my third year with a team when new leadership came in. They chose to keep me, in part because of my content and relationships with the players. I’d spent the previous year addressing the team and building our identity and focus. Then they wanted to stop me from meeting with primarily those same players. The concern was that I would confuse them. There were also concerns about too many words on my slides and the wrong font. It felt like crap! I was confused and felt like I lost my voice. They valued what I brought enough to keep me, but I was losing the opportunity to contribute it. I’m not above feedback. If the slides need work, let’s improve them. If the message needs alignment, let’s get clear on it. I can work within a direction without needing every detail to be my choice. 𝐁𝐮𝐭 𝐡𝐚𝐯𝐢𝐧𝐠 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐲 𝐚𝐧𝐝 𝐡𝐚𝐯𝐢𝐧𝐠 𝐨𝐰𝐧𝐞𝐫𝐬𝐡𝐢𝐩 𝐚𝐫𝐞𝐧’𝐭 𝐭𝐡𝐞 𝐬𝐚𝐦𝐞 𝐭𝐡𝐢𝐧𝐠. Research on employee voice offers a related lesson: people can hold back useful ideas when they believe speaking up is risky or inappropriate. Silence doesn’t necessarily mean they have nothing to contribute. When people can't influence their environment, they shut down and give in to the status quo. As leaders, we need to consider what our decisions teach people about how much their judgment is actually wanted. Set the direction. Be clear about the standards. Agree on when to check progress. Then give people room to do the job and support them when they need it. 𝐖𝐡𝐞𝐧 𝐡𝐚𝐯𝐞 𝐲𝐨𝐮 𝐟𝐞𝐥𝐭 𝐭𝐫𝐮𝐬𝐭𝐞𝐝 𝐞𝐧𝐨𝐮𝐠𝐡 𝐭𝐨 𝐝𝐨 𝐲𝐨𝐮𝐫 𝐛𝐞𝐬𝐭 𝐰𝐨𝐫𝐤? 𝐖𝐡𝐚𝐭 𝐝𝐢𝐝 𝐭𝐡𝐚𝐭 𝐥𝐞𝐚𝐝𝐞𝐫 𝐝𝐨?

Interested in your thoughts around tranferrable training environments to replicate game speed and game demands? What has worked well and what hasn't? Is simply the experience/exposure of games the biggest factor to handle what the game demands.

Week 1: Create a Common Map Build a system where people know where we’re going, what good looks like, and what they own. Key takeaways - Understand the person. Beliefs, experiences, and emotions influence how people interpret instructions and act. - Give them a clear map. Define your purpose, what success looks like, how you operate, and the values that guide decisions. - Make standards specific. Show what good looks like. Train to the standard, not just to complete the reps. - Build ownership. Give people a meaningful voice, clear responsibilities, and room to make decisions. - Build trust. Listen, show care, and follow through. Make it safe to ask questions and disagree. - Choose training with a purpose. Work backward from performance. Consider whether the need involves thought, physical capacity, or skill. Check for understanding Don’t stop at “Does that make sense?” Ask: 1. What are we trying to accomplish? 2. What does good look like? 3. How will you put it into action? Before next week Bring a rough outline of your own system: purpose, success, standards, and who owns what. We’ll work through it together. Let me know your biggest takeaways and what your thinking about after week 1