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The Hard Skills

Monday, August 26, 2024
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Facebook Live Video from 2024/08/20-Making a Greater Impact Through Great Job and Team Design, with Andrés Peters

 
Facebook Live Video from 2024/08/20-Making a Greater Impact Through Great Job and Team Design, with Andrés Peters

 

2024/08/20-Making a Greater Impact Through Great Job and Team Design, with Andrés Peters

[NEW EPISODE] Making a Greater Impact Through Great Job and Team Design, with Andrés Peters

Tuesdays: 5:00pm - 6:00pm (EST)                              


EPISODE SUMMARY:

If you are experiencing a conflict on a team or across the organization, today, Andres Peters offers a unique way of looking at understanding and managing change and conflict in organizations. For example, how are quiet quitting and bad job design related? How can we enhance employee engagement and performance, both led by them and led by the leader? You’ll find out this and more on this episode. 

WHAT YOU WILL LEARN:

This episode will dive into how to set clear expectations and boundaries, great team and job design and many other frameworks used in I/O psychology and project management to navigate today's organizational complexities and make a greater impact. 

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ABOUT OUR GUEST:

Andrés advocates for the importance of learning in the modern workplace. He believes that through knowledge, humility, and passion, any individual can empower their team and organization toward success. He has an unwavering commitment to the craft of learning design and to providing the best experience for the learner. 

Andrés leverages his enthusiasm and curiosity to drive innovation, creating truly engaging training experiences. He is passionate about helping individuals discover and reach their professional potential. 

Andrés has helped clients reimagine their talent lifecycle through developing job descriptions, hiring and interviewing, onboarding, training and coaching, and performance management. Using his background in Industrial-Organizational Psychology, he helps leaders shift how they approach their teams to achieve better results without compromising authenticity or expectations. 

Andrés has advised mid-level to C-suite executives in B2B, B2C, and B2G organizations. Andrés encourages his clients to explore facets of leadership including creating job embeddedness, inspiring followership, and building psychological safety.

***

IF YOU ENJOYED THIS EPISODE, CAN I ASK A FAVOR?

We do not receive any funding or sponsorship for this podcast. If you learned something and feel others could also benefit, please leave a positive review. Every review helps amplify our work and visibility. This is especially helpful for small women-owned boot-strapped businesses. Simply go to the bottom of the Apple Podcast page to enter a review. Thank you!

***

LINKS MENTIONED IN EPISODE:

Guest LinkedIn Profile: https://www.linkedin.com/in/andres-peters-pmp/

Our website: www.gotowerscope.com

#LeadershipDevelopment #TeamDevelopment #EmployeeEngagement #Motivation #TheHardSkills #Greater Impact

KEY WORDS:

Tune in for this empowering conversation at TalkRadio.nyc


Show Notes

Segment  1

Segment 2

Segment 3

Segment 4


Transcript

00:00:51.400 --> 00:01:16.260 Mira Brancu: Welcome welcome to the hard skills show where we discuss how to develop the nuanced hard skills meaning the most challenging soft skills needed to make a real impact through your leadership. If you're experiencing a conflict on a team or across the organization today, Andres Peters offers a unique way of looking at understanding and managing change and conflict in organizations.

00:01:16.870 --> 00:01:18.300 Mira Brancu: For example.

00:01:18.420 --> 00:01:24.680 Mira Brancu: one of the things that he's written about a while ago is how quiet quitting, and bad job design are related.

00:01:24.910 --> 00:01:33.910 Mira Brancu: So he writes a lot of really interesting thought, provoking ways of how we can enhance employee engagement and performance

00:01:34.911 --> 00:01:40.839 Mira Brancu: and in ways that maybe we haven't thought of before. Due to the complexity of what we're facing now.

00:01:40.880 --> 00:02:01.529 Mira Brancu: you will find out about all this and more on this episode. Welcome to Season 5. It's focused on making a greater impact. I'm excited to have him on. And I am your host, Dr. Mira Bronkum. I'm a leadership, consulting and coaching psychologist, founder of the Tower Scope Leadership Academy, an associate professor, a psychology today, columnist.

00:02:01.630 --> 00:02:10.300 Mira Brancu: author of the Millennials guide to workplace politics and had my own leadership career before transitioning to helping teams and high achieving women navigate their leadership complexities.

00:02:10.630 --> 00:02:11.650 Mira Brancu: Okay.

00:02:11.690 --> 00:02:27.680 Mira Brancu: Andres Peters, let me introduce you here, Andres, advocates for the importance of learning in the modern workplace through the craft of learning, design, and how it can provide the best experience for the learner through highly engaging training experiences.

00:02:27.870 --> 00:02:49.749 Mira Brancu: He was a talent development manager at Deloitte before transitioning to Chief learning officer at Maestro Group, where he helps clients reimagine their talent, talent, lifecycle through developing job descriptions, hiring and interviewing, onboarding, training and coaching and performance management. So basically, the life cycle of people's experiences in an organization, he is on top of it.

00:02:50.030 --> 00:02:58.360 Mira Brancu: Andres is pursuing a Master's degree in Industrial and organizational psychology from Harvard Extension School and applies I/O psychology

00:02:58.390 --> 00:03:07.370 Mira Brancu: to help leaders shift how they approach their teams to achieve better results without compromising authenticity or expectations.

00:03:07.420 --> 00:03:22.759 Mira Brancu: He's advised mid level to C suite executives in b 2 b, which is business to business, B to C business to consumer and or customer, and B. 2 G. Which I found out, stands for business to government organizations.

00:03:23.335 --> 00:03:29.519 Mira Brancu: Andres encourages his clients to explore facets of leadership, including creating job embeddedness.

00:03:29.730 --> 00:03:31.670 Mira Brancu: inspiring followership

00:03:31.740 --> 00:03:35.929 Mira Brancu: and building, psychological safety welcome Andres.

00:03:36.080 --> 00:03:37.160 Andrés Peters: Thank you.

00:03:37.160 --> 00:03:37.610 Mira Brancu: After Mary.

00:03:37.610 --> 00:03:40.828 Andrés Peters: I appreciate that warm welcome excited to be here today.

00:03:41.150 --> 00:03:45.860 Mira Brancu: I'm super excited that you are here. I love how you think

00:03:45.920 --> 00:03:57.110 Mira Brancu: about work complexities, and what how you write about it. So I I'm very excited for you to share some of your knowledge. And the way that you think with our audience today. So

00:03:58.060 --> 00:04:04.100 Mira Brancu: I'd like to know. Let's start with like big picture. What do you want people to take away from our conversation today?

00:04:04.890 --> 00:04:33.697 Andrés Peters: Yeah. So I think the biggest thing that I want people to take away from our conversation is really understanding that the challenges that they see in performance the challenges that they see in their people missing. Metrics are often coming from a lack of understanding of the role itself. The role that they hired someone into, and then that individual's understanding of the expectations and roles that are being set by management that are often misaligned because jobs have just become so complex

00:04:34.040 --> 00:04:59.869 Andrés Peters: that the job description that I got hired into maybe 9 months ago because of the life cycle or the the half life of skills today probably is obsolete, right? And I need to be learning new skills. So it's really, how do I evolve within my role and still understand kind of what am I going to be expected to do, you know, on a yearly basis, right? Like, through normal typical performance management structures or performance management processes.

00:05:00.320 --> 00:05:10.689 Mira Brancu: That's super interesting, you know. I never put it together until you just sort of shared this perspective that I'm I am getting more and more

00:05:11.930 --> 00:05:18.130 Mira Brancu: people reaching out to me for coaching and consultation where part of the issue is role clarity.

00:05:18.170 --> 00:05:21.200 Mira Brancu: and the the sort of

00:05:21.430 --> 00:05:31.450 Mira Brancu: disappointment sometimes, as you mentioned the disappointment in feeling like they were hired, for one thing, but they're asked to do something that feels very different.

00:05:31.550 --> 00:05:38.559 Mira Brancu: and how they feel like they're not being able to make the impact that they were hoping in this role because of that

00:05:38.600 --> 00:05:39.640 Mira Brancu: or

00:05:39.860 --> 00:05:40.525 Mira Brancu: just

00:05:42.110 --> 00:05:57.450 Mira Brancu: The nature of what teams need to accomplish is so complex that it's confusing to people like, what's my role versus your role? Or how how do we overlap and that kind of thing. So I I'm actually really excited to get into this. Now, you are bringing

00:05:57.970 --> 00:05:59.650 Mira Brancu: some interesting

00:06:00.117 --> 00:06:18.082 Mira Brancu: lanes within organizational development. Specifically together, you're there's the learning design, part of of your experience. There's project management. There's change management team dynamics. You're all kind of putting that together. How do they? How do you see these coming together?

00:06:18.540 --> 00:06:23.630 Mira Brancu: And how do they? How do you see them intersect when it comes to this lack of understanding of role?

00:06:24.470 --> 00:06:46.681 Andrés Peters: Yeah, so I I actually lead a lot more on my pmp, and my project management, professional kind of background, as well as you know, learning through typical project management, processes and frameworks, and one of the big ones that I learned that I always am coaching people on, or that I'm always talking about is this concept of the like golden triangle, which is like the people process and technology.

00:06:46.990 --> 00:06:57.129 Andrés Peters: right? Understanding that you know, the world has shifted. Every organization uses some level of technology understanding. Do we have the right technology in place?

00:06:57.140 --> 00:07:21.889 Andrés Peters: How do we understand how we're using that technology to the best of our ability. So what are what's the process associated with that? And then do we have the right people in those positions to manage that process, to do those processes to work with that technology and still motivate them, to want to continue to do good work right, and then give them a path to either staying where they are right if they want to go deep within

00:07:21.890 --> 00:07:46.880 Andrés Peters: an area of expertise, or if they want to move up in the organization, whether that is more specialized roles or become a people leader. Right? And and I think there's there's 2 things that play right. There's a little bit of a paradox here, right? Like, we make this assumption that everyone wants to move up in an organization. But we found that there are a lot of people who just really want to specialize. So how do we carve out a space for them so that they can specialize

00:07:46.880 --> 00:08:06.210 Andrés Peters: and stay within our organization? So we can keep that knowledge in House versus losing them to another organization where they're able to do that because the opportunities are there. So it's understanding kind of what are the different roles that we're creating? What is that? What does that progression look like? Whether it's going deeper or going, you know, wider within an organization.

00:08:06.210 --> 00:08:11.020 Mira Brancu: Absolutely. Yeah. Were there certain experiences

00:08:11.030 --> 00:08:24.640 Mira Brancu: or situations that you were encountering often enough, that made you interested in applying like project management to the application of understanding role, clarity, role development.

00:08:25.094 --> 00:08:27.319 Mira Brancu: job descriptions, things like that.

00:08:27.840 --> 00:08:40.459 Andrés Peters: Yeah, yeah, for sure. So primarily, I, I tend to work a lot with smaller organizations. So they're a lot leaner. And they're a lot more agile meaning. There are a lot of. There's less people doing lots of different things. And so.

00:08:40.460 --> 00:08:40.780 Mira Brancu: Hmm.

00:08:40.789 --> 00:09:05.639 Andrés Peters: Cross, pollinating in terms of skill sets. They're cross pollinating in terms of roles. There's a lot of duplication of efforts. And so really, what that requires is understanding, kind of like, what is the whole organization's kind of mission vision and values? And how are we giving people the right lanes to operate in, so that we're not duplicating those efforts. And then, at the same time, we're not micromanaging people right like we're able to put the right people in the right spots. And so that's really where a lot of my

00:09:05.639 --> 00:09:17.429 Andrés Peters: project management experience does come in is understanding the people. What those roles are what those lanes are, and helping them understand. How is it that they're going to be able to measure success? You know, kind of working through

00:09:17.429 --> 00:09:41.149 Andrés Peters: this very lean structure. And I think the reason why I always I always lean on my project management experience is because people tend to say or organizations and be like, we're very agile, right? We're very flexible. Well, flexibility and agility does not equal unstructured. There still has to be a foundation of structure there that you're able to operate within. Whether or not, though those lines are slightly blur blurred is one thing.

00:09:41.149 --> 00:09:56.655 Andrés Peters: but you don't want it to be a complete, you know, a blob of an organization where you're not able to understand who did what and who owns what understand? Who's responsible for what? And ultimately, you know, at the end of the day, who's going to be the one that signs off on something, as you know, done right.

00:09:56.910 --> 00:10:04.129 Mira Brancu: Yeah. Yeah. Now, would you mind giving our listeners a crash course in project management? Because

00:10:04.170 --> 00:10:11.949 Mira Brancu: project management? Actually, there's a there's a science and a structure to it. And a lot of leaders

00:10:12.130 --> 00:10:17.319 Mira Brancu: have never gotten this training. Even when you go to a leadership development program

00:10:17.350 --> 00:10:26.040 Mira Brancu: a year long program. It develops you. But you still don't learn project management. And yet it's such a critical skill for how teams work effectively

00:10:26.090 --> 00:10:31.530 Mira Brancu: that I feel like it's important to know what it is, and to start thinking about.

00:10:31.730 --> 00:10:33.030 Mira Brancu: how do I get this?

00:10:34.219 --> 00:10:35.939 Mira Brancu: You know, skill set.

00:10:36.370 --> 00:11:01.320 Andrés Peters: Yeah, yeah. Well, I I think what the most interesting myth or assumption about project management. And it's that it's all based on that project. Timeline right? Like this is our start date. This is our end date. What happens in the middle? What happens in the middle? Right? As long as we get. It's kind of like Schrodinger's project, right? Either during the middle. It's either happening or it's not. But at the end you get a project. But really, it's a lot more complex. It's understanding.

00:11:01.320 --> 00:11:07.579 Andrés Peters: And this this kind of gets refined as you continue to do projects, you do the same types of projects depending on.

00:11:07.864 --> 00:11:22.109 Andrés Peters: What type of organization you have. But it's really understanding kind of what is the what is the amount of time it takes to you for you to do kind of those critical path or those most critical steps in order for you to actually wind up with a final

00:11:22.412 --> 00:11:47.849 Andrés Peters: product, final service, final, deliverable at the end of this project. And and beyond that, it's also understanding kind of who are the people behind all of this? Who's doing the work, and one concept that I that often that I actually like to use. And this is less of like formal use and more like this is me telling you a project management technique that you can use in your organization without actually having to go through an efforts. The the racy matrix.

00:11:47.850 --> 00:11:48.930 Mira Brancu: Yeah, for the.

00:11:48.930 --> 00:12:13.039 Andrés Peters: That aren't familiar. Racy stands for responsible, accountable, consulted and informed. And so those are the people, individuals across the organization that you're going to want to engage with that are either going to be. And sometimes people can be in multiple roles depending on the size of your organization. But really, it's understanding, you know, who's going to own this part of the project or this initiative?

00:12:13.230 --> 00:12:24.140 Andrés Peters: Who's going to be the one that actually is doing it? So who's responsible for it? Who's accountable? Who's the one that if it fails, that it's not so much that their head is on the chopping, but they need to understand why it fails.

00:12:24.150 --> 00:12:48.690 Andrés Peters: And then where are the other parts of the organization that need to be consulted? Because you're rarely doing a project in a silo. You're bringing in all other aspects of the organization. And then who just needs to be informed along the way to understand kind of where our roadblocks? Who do we need to bring in like, what are the additional resources we may need? And and all of that at a at a high level, just understanding the people. Part of it, I think, is

00:12:48.690 --> 00:12:55.139 Andrés Peters: where a lot of organizations do fail because they're not really thinking through kind of.

00:12:55.140 --> 00:13:16.279 Andrés Peters: you know, who's going to be doing the work. And then what's the level of escalation if the work isn't getting done and kind of what are the consequences? And then you know what happens if we don't meet a timeline? Right? So it's it's really kind of thinking through some of those those bigger, those bigger questions first, st before just coming up with a project timeline.

00:13:16.560 --> 00:13:18.139 Mira Brancu: Yeah, absolutely.

00:13:18.220 --> 00:13:22.050 Mira Brancu: So. You know, if you are finding yourself

00:13:23.590 --> 00:13:27.369 Mira Brancu: like frustrated that someone's not getting their part done.

00:13:27.430 --> 00:13:34.800 Mira Brancu: Have you made an assumption that that was their job. To begin with, have you ever had the conversation? That's your role. This is not my role right.

00:13:35.768 --> 00:13:42.240 Mira Brancu: If you have put together this beautiful project, and then you

00:13:42.722 --> 00:13:47.699 Mira Brancu: report it to your stakeholders, and they're totally disappointed and angry that you didn't include this this and this.

00:13:49.180 --> 00:14:05.750 Mira Brancu: you know, that's part of it, too, like, have you included them at the right stages early and often in your process when they have a stake in your outcomes. So all of these things are how project management. And specifically, this racy model helps.

00:14:05.760 --> 00:14:11.350 Mira Brancu: Now, when we're reaching an ad break when we come back. Andres, I want to

00:14:12.079 --> 00:14:16.480 Mira Brancu: sort of pull this back out to why.

00:14:16.560 --> 00:14:44.489 Mira Brancu: these things are important when you're thinking, I want to make a great impact for our organization. So you're not going to find that out until we come back from the ad break. You're listening to the hard skills with me, Dr. Mira Branco and our guest, Andres Peters. We air on Tuesdays at 5 Pm. Eastern time. If you'd like to join our online audience and ask questions. Right now, in real time, we can answer in real time. You can find us on Linkedin or Youtube at talk radio, Nyc, and we'll be right back in just a moment.

00:16:56.360 --> 00:17:01.519 Mira Brancu: Welcome back to the hard skills with me, Dr. Mira Branco and our guest today, Andres Peters.

00:17:01.580 --> 00:17:04.279 Mira Brancu: So we've been talking about kind of

00:17:04.899 --> 00:17:10.589 Mira Brancu: the the combination of project management and change management to

00:17:11.081 --> 00:17:13.009 Mira Brancu: how to help people

00:17:13.200 --> 00:17:16.369 Mira Brancu: thoughtfully think about their roles on teams

00:17:16.380 --> 00:17:25.069 Mira Brancu: so that you can actually get work done. But why are they so important to making a greater impact at an organization like, if you have a high level leader.

00:17:25.420 --> 00:17:31.480 Mira Brancu: why should they care about what sounds to be you know, like

00:17:31.560 --> 00:17:37.010 Mira Brancu: minutia or small things. Why should they care about these kinds of concepts?

00:17:38.232 --> 00:17:52.149 Andrés Peters: So I definitely think one of the reasons why I I think it's really important for leaders to care about this concept is because they can't go into the minutia. So like these, these frameworks, these tools are really to help them kind of be less

00:17:52.150 --> 00:18:09.920 Andrés Peters: less down in the weeds and more, maybe 10 feet above ground, so that they're able to kind of look across the horizon and see how not only the work that their teams are doing are impacting like their own performance metrics, but also help them see kind of across the organization. The impacts of what they're doing may have on other teams.

00:18:10.225 --> 00:18:24.879 Andrés Peters: One of the one of the things that I've kind of borrowed from from from like skill development, which is this concept of T shaped skills where you kind of think about. Well, what are the what's the breadth of my skill set versus the depth

00:18:24.880 --> 00:18:49.790 Andrés Peters: and the more specialized become the more depth I have in terms of that skill set area. I I tried in kind of in in translated that into thinking about my relationships, right? Especially as leaders. You're going to be connecting with people above you, your your people that support you as well as your peers, and you're going to need to have some level of support from your peers, because, again, like I mentioned, the work that you do isn't being done in a silo.

00:18:49.790 --> 00:18:54.980 Andrés Peters: There. There are other impacts that can be compounded with other men with other groups.

00:18:55.250 --> 00:19:19.880 Andrés Peters: And so being T shaped in relationships is really understanding what are the relationships that I have across the organization across different departments. And then also, how deep are those relationships? Am I making them more transactional where I only go to someone like someone else's boss because I need something? Or am I really understanding? Kind of what are their? What are their goals? What are their what's their strategy? Look like, and how I may be able to help them with their strategy, or how my strategy may impact

00:19:19.880 --> 00:19:22.179 Andrés Peters: impact them in the long term

00:19:22.604 --> 00:19:37.049 Andrés Peters: and understanding kind of not only where those relationships are from that T-shaped structure, but also understanding how individuals, not just individuals across the organization, what level of influence and power, they may have

00:19:37.110 --> 00:20:01.689 Andrés Peters: right. So if you have, if you have someone who has, you know, high influence in an organization and high power, you're going to want to make sure that you strengthen that relationship because that could also impact the work that you do. Whether or not it's you get budget right. If someone has high influence and high power, you may not get the budget that you're looking for, or your project may not your the goals that you have may not be as a high priority as someone else's.

00:20:02.083 --> 00:20:26.759 Andrés Peters: Versus someone who may have, you know, low influence, low influence, and low power, understanding kind of where that person is in the organization. If they, if they need to be elevated, perhaps it's you're the one that's helping bring them along, giving them getting them the relationships that they need to in the long term. So then, that way, if they do get elevated, you're able to use them as a champion later on. So it's it's really kind of understanding where those different relationships are

00:20:26.760 --> 00:20:35.410 Andrés Peters: understanding the influence that those people have within the organization. And then you know. What what effort are you putting in to develop those relationships in the long term.

00:20:36.340 --> 00:20:57.059 Mira Brancu: Yeah, and so that is like adding yet another layer, which is the the complexity of navigating a complex system with lots of relationship dynamics. Right? We often think, oh, I'll just get this project done. I have the plan. I just implement it.

00:20:57.580 --> 00:21:01.579 Mira Brancu: That's the reality is, people have to get that thing done.

00:21:01.590 --> 00:21:08.029 Mira Brancu: And if you haven't developed the sufficient and right relationships

00:21:08.416 --> 00:21:18.299 Mira Brancu: at different stages and for different purposes, that project isn't getting done. And therefore you're not meeting your outcomes for the organization. And that's the impact right.

00:21:18.595 --> 00:21:31.900 Andrés Peters: Yeah, and then, especially as a as a as a leader, right, like there's there are different roles that you play as a leader beyond just being the relationship person understanding who else is in the organization. You've also got to support your own team

00:21:32.193 --> 00:21:48.650 Andrés Peters: as they're working through as they're doing their work, not only supporting them to get the work done, but also understanding what are their career goals? What are their career aspirations? And and how can your organization be a place that could be a career destination for them rather than a stop on their career journey?

00:21:48.960 --> 00:22:13.930 Andrés Peters: Granted right? An organization can't be everything for everyone. But if you understand what is what your organization offers to individuals, you can make sure that as long as they're there they're engaged they're motivated. And if they do move on that, it's something that doesn't become something that you're reactive to. You're more, you understand. Okay, this person's time in this organization is limited because I know what they're looking for out of their career.

00:22:13.930 --> 00:22:33.670 Andrés Peters: and they're not going to be able to get it here. So I can start planning on. Who else can start? Who else can we start bringing in to cross skill, you know, develop? Who else can we start bringing in from external that could fill in that gap, you know longer term, and be more of a proactive leader of your team rather than having to rush and fill a Jd. Or Job description.

00:22:33.670 --> 00:22:43.890 Andrés Peters: because that person realized you know what this is not the place for me. I found another job, that's, you know, offering a little bit more money, and you know there's more job opportunities. So I'm going to be gone in 2 weeks.

00:22:44.300 --> 00:22:48.685 Mira Brancu: Yeah, now let me let me use that and pick your brain a little bit.

00:22:49.310 --> 00:22:54.189 Mira Brancu: and this is me asking for consultation to Andres with. With. So

00:22:54.260 --> 00:23:00.410 Mira Brancu: let's say that you're consulting with a leader. And and what's happened is one of their

00:23:00.750 --> 00:23:08.019 Mira Brancu: very high level. Leaders very talented. Comes to them and says.

00:23:08.070 --> 00:23:09.780 Mira Brancu: you hired me for this.

00:23:10.350 --> 00:23:15.149 Mira Brancu: and I'm doing this and this and this. And it's not even impacting this. And someone else

00:23:15.640 --> 00:23:23.210 Mira Brancu: is actually taking over most of the things on my job description to the point where I feel like I I don't even know what I'm doing here.

00:23:23.380 --> 00:23:25.630 Mira Brancu: Where would you start with this situation.

00:23:26.060 --> 00:23:42.369 Andrés Peters: Yeah, that's a that's an interesting that's an interesting challenge, I will say. And I and I guess the where I would start is kind of understanding. Well, what is that person doing now? First, st I would ask, you know, what is it that they're doing? And then also thinking about, okay, well, what are?

00:23:42.370 --> 00:24:06.309 Andrés Peters: Where are their? What are their career aspirations? What are they looking for in terms of, you know the role that they had sought out for originally and see, is this is this something that is just because we just gotten lost in the shuffle. We misplaced these responsibilities to someone else because they took it on. They just started taking it on or is there another role for this individual within the organization?

00:24:06.310 --> 00:24:12.580 Andrés Peters: They may be high level, high performing at a certain point. But if they've reached the point where they're doing a role that they're not

00:24:12.580 --> 00:24:25.659 Andrés Peters: that they're they're not happy in, it's going to end up kind of permeating itself within the organization, whether that be them complaining to people like I'm not doing what I was meant to do or them

00:24:25.660 --> 00:24:43.289 Andrés Peters: kind of doing that idea of quiet quitting right? Like, okay, well, I've told them that I'm not happy here, and I'm just gonna do the bare minimum until something either interrupt another job or they let me go. I want to see how long I have this runway for right? And and understanding, too. Okay.

00:24:43.390 --> 00:24:58.910 Andrés Peters: not just helping helping that leader or the that owner, or that CEO, whoever I'm coaching, understand? Kind of where it went like, why, where that person wants to go, but also what went wrong? Because, more likely than not, this is ha! This is happening to other people within the organization.

00:24:58.910 --> 00:24:59.610 Mira Brancu: Organization is.

00:24:59.610 --> 00:25:10.669 Andrés Peters: And this individual's just gotten to a point where they're ready. They've finally spoken up, but it's it's high. It's I highly doubt most of the times. It's not an isolated incident, right? It's.

00:25:10.670 --> 00:25:11.040 Mira Brancu: It.

00:25:11.040 --> 00:25:32.109 Andrés Peters: That happens throughout the whole organization, because the what the other person was doing depending on what their job description was. I'm sure someone else is doing what they're doing, or that individual is really overworked. And you need to re, you need to spread out those responsibilities. So the person that had the original role, gets those responsibilities back and that that way. The other individual, isn't, you know, stretched too thin.

00:25:32.360 --> 00:25:49.499 Mira Brancu: Yeah. And this is speaking to that super interesting post, I think you posted it actually, last year. But I was rereading it as we were. I was preparing for this around. The connection that you made between quiet quitting and bad job design.

00:25:49.893 --> 00:26:06.010 Mira Brancu: And that sounds like what you're starting to speak to here. What do leaders need to know about the impact of bad job design on quiet quitting morale, burnout, all kinds of other things, what and what what would they do differently.

00:26:06.390 --> 00:26:36.149 Andrés Peters: Yeah. So I think a way to well, before it becomes quite quitting becomes an issue. It's 1st understanding kind of what your one. What are the job roles that you have within your organization and see like, do these even make sense anymore? Because if you've had people in their roles for 4 or 5 years. They're likely doing different things that they weren't doing 4 or 5 years ago because the job market technology kind of the entire, all different. All the in all industries have changed, or have.

00:26:36.150 --> 00:26:36.620 Mira Brancu: It's.

00:26:36.620 --> 00:26:52.180 Andrés Peters: Especially when it comes to like anyone that's doing any sort of knowledge management work. So any sort of like consulting type work or services work, even products change and so understanding, you know, are are the roles that we've hired people into? Do they still make sense?

00:26:52.280 --> 00:27:08.259 Andrés Peters: Then it's understanding. How are we? How are we measuring these individuals? Because you want to make sure that the job description matches what they're going to be assessed on in the year. And if you look at past assessments, understanding how strong is our process like.

00:27:08.380 --> 00:27:15.590 Andrés Peters: because we should have been able to catch this right in previous iterations or views of our of our performance management process

00:27:15.630 --> 00:27:37.050 Andrés Peters: and depending on the size of your organization. If you're really small, it's it's less. It's probably not a very robust performance management process, but not to say that you have to have one. It's just understanding, you know. Are we tying the role to what we're measuring people on and if there's a misalignment there, then it's just adjusting.

00:27:37.140 --> 00:27:50.929 Andrés Peters: based on what people are doing now. It's almost doing a job analysis, or role analysis and understanding what the different tasks are that people do in their day to day, and then redefining the roles based on what they're actually doing. And then, if you're

00:27:50.930 --> 00:28:10.770 Andrés Peters: forward, thinking enough is like, Okay, how long will these? What's the half life of what they're doing now? And how far do we need to start thinking about the future? So we can either see if this is the right person to continue in this role, or, you know, should we start bringing in other folks? Or should we start bringing in or should we start looking at who we currently have? Who could fill that spot right. Should that person decide to leave.

00:28:11.050 --> 00:28:26.170 Mira Brancu: Yeah, that's really interesting. Multiple perspectives here. First, st that we really need to stop thinking about roles as like for a forever thing that things are changing too fast. Things are too complex

00:28:26.230 --> 00:28:26.950 Mira Brancu: to

00:28:27.810 --> 00:28:33.389 Mira Brancu: not consider sun setting certain roles or like parts of roles.

00:28:33.410 --> 00:28:36.120 Mira Brancu: The second, I have a question for you about

00:28:36.631 --> 00:29:04.060 Mira Brancu: how do you do this? Since you work for b 2 g. Business to government? How do you think about this? Do you think about this differently for them? Because they have so many regulations when it comes to changing role descriptions? You know, sun setting things, letting people move around. You can't do that in in certain government systems. And so how would you manage when there's a lot of regulations around the protection

00:29:04.220 --> 00:29:11.469 Mira Brancu: of role job descriptions, what you do in those jobs who can be in those jobs. All of that stuff.

00:29:12.240 --> 00:29:36.479 Andrés Peters: Yeah, so I think so, typically when I'm working with B to G organizations, a lot of times, those roles are filled based on what those government regulations are in terms of time. You know, experience, education level. So it's really understanding, like, what are the minimum regulatory requirements that are part of that role, and then oftentimes different roles have additional kind of internal responsibilities within an organization.

00:29:36.480 --> 00:29:56.542 Andrés Peters: Whether that's, you know, helping with business development, helping, you know, be a people leader for an organization. Going to conferences, you know. Being like the the brand identity of the of the organization. And so it's really understanding kind of like that variable part cause. You have the the fixed part right that you have to have, regardless of what the role is, because that's the only way that you're able to.

00:29:56.810 --> 00:30:05.151 Andrés Peters: you know. Get a fill. You fill the requirements for any sort of contractual obligation you have with any like state or local or federal governments.

00:30:05.777 --> 00:30:14.669 Andrés Peters: And then it's just understanding, like, what's the rest of that role look like and and what's interesting is understanding. I call it like the job diet.

00:30:14.700 --> 00:30:39.609 Andrés Peters: So like everyone's time, is finite, right? And so, thinking about your time like you would think a diet. There's only certain number of calories or a certain amount of time people can spend doing certain things in their role. So how are you carving out those macros right between the core job responsibilities versus those ancillary job responsibilities. And if you, if you're over indexing on the ancillary part, then you're probably

00:30:39.610 --> 00:30:47.829 Andrés Peters: they're probably also over indexing on the core part, because you're expecting them to the core part as well. So so how do you.

00:30:47.830 --> 00:30:48.260 Mira Brancu: Brilliant.

00:30:48.260 --> 00:30:51.720 Andrés Peters: Diet a little bit to make sure that you're balancing it out.

00:30:52.550 --> 00:31:05.527 Mira Brancu: That's brilliant. I have one more question about you mentioned knowledge workers, and how like they might experience this problem more often. Where roles change over time.

00:31:06.330 --> 00:31:09.957 Mira Brancu: first, st let's have you define knowledge workers for everybody

00:31:10.450 --> 00:31:13.235 Mira Brancu: and then I'm curious about

00:31:14.660 --> 00:31:23.529 Mira Brancu: what your thought is on how you measure performance of knowledge workers that might be different from other kinds of employee jobs.

00:31:23.840 --> 00:31:51.859 Andrés Peters: Yeah. So I define a knowledge worker as someone who's like, not crew not working with widgets or products. You know. So like non manufacturing, non industrial, but mostly those that either coming to bring in strategy consulting type work. yeah. Mainly those services type roles like that where it's very difficult to do a objective measurement of their work outside of looking at, like, you know.

00:31:52.020 --> 00:32:16.610 Andrés Peters: profit revenue. So like those metrics are a little bit harder. For example. You know someone who may be in sales. They may be measured on the number of calls that they're doing and the number of their emails that they're sending. But for knowledge worker, it's not really that. It's more, you know. How are you? How are you working towards achieving the end of that project right? Almost going back to that project management, making sure that you're completing the work that you need to do to achieve the ultimate goal of that project.

00:32:17.530 --> 00:32:18.970 Andrés Peters: and and

00:32:19.420 --> 00:32:21.989 Andrés Peters: so remind me of the question again. So.

00:32:21.990 --> 00:32:29.170 Mira Brancu: You answered it. I think you answered it. That like, what are they? And how do you measure their performance? Yeah, yeah. I think you met.

00:32:29.170 --> 00:32:44.169 Andrés Peters: Going to go back. One of the things is understanding kind of what? So like thinking about it from like an I/O perspective. Right? Your ksaos, your knowledge skills, attitudes, and other traits. How do those all kind of blend together into the competencies that you would expect someone to have?

00:32:44.170 --> 00:33:03.489 Andrés Peters: And and really, where you would measure those individuals is, how are they aligning to those competencies based on their level? So someone who's more junior, you know, you're not asking them to make complex models in excel. But you may be asking them to understand some of the normal functions that someone would be using on a day to day basis in excel.

00:33:03.827 --> 00:33:26.469 Andrés Peters: So it's really thinking about how they're looking at data, how they're looking at turning data into information. As a way for you to measure those individuals. It's a lot more complex, I will say. And I will say, those actually take a lot. It's a you're gonna have to check in more frequently, because it's not something that you're gonna be able to assess once a year you're gonna be doing it multiple times.

00:33:26.470 --> 00:33:28.783 Mira Brancu: Yeah, yeah, absolutely. So.

00:33:30.060 --> 00:33:38.889 Mira Brancu: we are reaching ad break. You're listening to the hard skills with me, Dr. Mira Branco and our guest, Andres Peters, and we'll be right back in just a moment.

00:35:39.800 --> 00:35:52.669 Mira Brancu: Welcome back to the hard skills with me, Dr. Mira Brancu and our guest today, Andres Peters. So we've been talking a lot about job design and

00:35:53.076 --> 00:36:12.999 Mira Brancu: t shaped individuals and influence and power matrix like I. I love all of the frameworks that you share. I always learn something new from you, Andres. And one of the things I think we have in common is our passion and interest around strong teams developing strong teams.

00:36:13.386 --> 00:36:19.109 Mira Brancu: But we, you know, might take a different perspective around this. So how do you put together?

00:36:19.678 --> 00:36:35.909 Mira Brancu: These issues around role clarity and influence and impact when it comes to team performance, and especially like, if you have a new leader, what is, what are the 1st things they need to be thinking about to set their teams up for success and set themselves up for success.

00:36:36.380 --> 00:36:56.500 Andrés Peters: Yeah. So one of the one of the I guess it's understanding kind of where you are. You may be on this spectrum of like the imposter syndrome versus, you know, like Dunning Kruger syndrome, where you know, am I? Where people don't feel like they're ready to be a people leader versus people who become people leaders who definitely are not ready to be

00:36:57.200 --> 00:37:13.519 Andrés Peters: that they think that their skill sets will, you know, immediately they'll be able to translate those into managing, you know their peers or or other individuals. And so one of the things that I like to do with, especially with new leaders is helping them understand what their

00:37:13.520 --> 00:37:43.140 Andrés Peters: their quote unquote roles are. Because within leadership, right? Like, you can have multiple. You can play multiple different roles. You know, you can either be a leader, someone who's setting the vision, someone that's identifying kind of what are what are our macro goals for the organization? How are we aligning to strategy? You can be a manager, someone that's assigning different tasks to different people, making sure that they're doing their tasks? Helping them, you know, unders like helping them work through certain roadblocks right within their work.

00:37:43.170 --> 00:38:07.109 Andrés Peters: Co, and then there's this, this more people career focused one where you can be more of a coach, someone that's helping them develop their skill set by co-creating with them ideas, solutions, helping them see who else or how else they may be able to reach out across the org kind of helping them build their own. You know, leadership.

00:38:07.300 --> 00:38:25.440 Andrés Peters: their own leadership identity. And then you have someone who's a mentor, who really, you're not there to help them with any specific problem, but really, just there to share your experience kind of how you moved up within the organization. What are the certain things pitfalls that you want them to be aware of? And sometimes these these

00:38:25.440 --> 00:38:39.076 Andrés Peters: roles can blend a little bit. But it's just understanding the role that you need to play based on. You know how you're engaging with with the individual on your team. One of the ways that I I often coach people on. This is

00:38:39.650 --> 00:38:50.459 Andrés Peters: when you have one on ones. Right? If you're often going into these one on ones talking about the work. Then you're doing a good job of managing, potentially coaching as well.

00:38:50.818 --> 00:39:18.539 Andrés Peters: But what you want to do, if that's often what happens, and that may be what your team needs, but for them to be able to continue to evolve as a professional, you know, within your organization is setting up separate time to be that coach, that leader, that that mentor helping them see the bigger picture. So I'll often coach people to be okay. One meeting you'll do one meeting a week. That'll be, you know, 45 min we get together. I answer all the questions you have.

00:39:18.540 --> 00:39:42.380 Andrés Peters: and then every other week we'll have an additional 30 min meeting. Well, we'll talk about like, what were the goals for the year, how you feel going, how else, what other skills you feel like you need, and how we may be able to help you within the organization so that people don't get lost in just the work itself and then feel like their impact. Your your own individual contributors impact. They're not really seeing the big picture of that at the end of the year.

00:39:42.885 --> 00:40:06.899 Andrés Peters: And then also another piece of that is is really asking, or really getting to understand kind of what it is that they're looking out of looking for out of their own careers, because that's really where the authenticity comes in from folks, because if they feel like they're engaged within an organization. They're aligning themselves their own personal mission with their organization's mission. If they have a crystal, clear view of the vision.

00:40:06.900 --> 00:40:31.859 Andrés Peters: then they are better able to see, you know how they may be able to evolve, not just within their own skill set, but perhaps even more broadly in the organization as a whole, maybe pivoting into another part of the organization like I did in in my previous. When I was at Deloitte, I started as an auditor, and I became a learning and development person, but that was because of the great coaches that I had within the organization that really helped me

00:40:31.860 --> 00:40:36.550 Andrés Peters: kind of think through what my career looked like, or what my career could look like

00:40:36.620 --> 00:40:38.350 Andrés Peters: within the organization.

00:40:38.860 --> 00:40:40.799 Mira Brancu: Yeah. And it, you know, it serves

00:40:41.000 --> 00:40:43.640 Mira Brancu: multiple purposes. You

00:40:44.020 --> 00:40:58.149 Mira Brancu: you don't want to have an employee who is just there completing a job, but actually miserable. They won't complete the job. Well, if they're unhappy, miserable, or they don't see

00:40:58.170 --> 00:41:07.689 Mira Brancu: their connection to the bigger picture where they're contributing to something meaningful. And I feel like, especially in this day and age with younger

00:41:07.940 --> 00:41:35.260 Mira Brancu: generations. They really want to make a difference. They want meaningful work. They're not just there for the paycheck. Well, some of them are. But many of them really want the mentorship. They want the coaching. They want to feel like they're connected to a bigger mission. And they're making an impact. And so leaders who recognize that and lean into that and offer that are more likely to have higher retention greater, you know. Satisfaction. Or

00:41:35.280 --> 00:41:54.439 Mira Brancu: have people like you who they helped realize this is not the right place for me. I'm I'm not going to be my very best in this kind of role for long term. But I might be able to contribute in a different way across the organization and the organization, then will be able to retain this talent.

00:41:54.975 --> 00:42:01.850 Mira Brancu: Even if they're doing something different, which ultimately is kind of a broader organizational goal instead of just my goal as a manager to just.

00:42:01.850 --> 00:42:02.180 Andrés Peters: Attending.

00:42:02.180 --> 00:42:02.820 Mira Brancu: Done.

00:42:03.060 --> 00:42:27.089 Andrés Peters: Yeah, and what's it's also interesting, too. And this is more anecdotal than it is like research back. But for what I found, especially with like younger generations, especially with their leaders. Today is yes, yes, but I go. Yes. And right, like, yes, we want someone. We want to provide meaningful work. We want them to feel really engaged, but at the same time well, and at the same time we wanna make sure that they're developing their skill sets in a way that allows them

00:42:27.090 --> 00:42:51.509 Andrés Peters: to work within the context of our organization. Right? Like. So you're providing them the the content around meaningful work. But you're providing the context in which they're going to be able to operate in that. And so it's having that emotional intelligence of understanding in this particular instance. Does this person need me to tell them exactly what to do, so that they are able to do it the next time? Or is this person really needing me to kind of

00:42:51.510 --> 00:43:05.550 Andrés Peters: work with them to come up with a solution, because it's just something that they're not comfortable with right at this moment, and you know they may be comfortable more in the future. So it's kind of figuring out. Do I need to be more directive or supportive in that way? For for this individual.

00:43:05.740 --> 00:43:23.210 Mira Brancu: Yeah, and real quick before we get to the ad break. What are your thoughts on that balance between offering support and coaching versus the accountability expectation setting. Because a lot I feel like a lot of leaders are challenged by finding the right balance. There.

00:43:23.210 --> 00:43:39.260 Andrés Peters: Yes, right? It's that whole concept of like. Today's pain is tomorrow's gain. Right? Like, do I do? I help them today and help them figure it out, but it's gonna take a lot longer for me. Teach them versus me doing it myself. It's it's tough. It's really is tough. But what I will say is.

00:43:39.260 --> 00:44:01.789 Andrés Peters: you know this this whole idea of like, if you're explaining it. If you're explaining something more than 2 or 3 times to someone. Then it's time that you need. That's when that person needs to take ownership of. This is part of my role. I can't go. How am I gonna be able to continue to do this in the future when I'm not there? Right? It's almost like asking if I'm not here. What what would you do if I weren't here to explain to you where this is, or how to do this.

00:44:02.114 --> 00:44:08.610 Andrés Peters: And and but you know, going through it once, twice sometimes is what that individual needs for it to click

00:44:08.953 --> 00:44:33.019 Andrés Peters: but for the leader of themselves, right? This whole concept of like temporal discounting. I was taking a course on neuroscience. And the concept of neuro economics came in. But what was really fascinating to me was this concept of temporal discounting where we we tend to seek immediate gains or immediate rewards versus long term gains, and so the immediate reward is, I got this done in 15 min.

00:44:33.020 --> 00:44:52.350 Andrés Peters: even though the long term gain could have been. That'll save me an hour, you know, next month from having to switch tasks too much in order to get something done so it's really thinking through like, is this in best service of me in the moment? Or is this in best service of that individual kind of long term for them, and also long term for me as well.

00:44:52.570 --> 00:45:10.480 Mira Brancu: Yeah, yeah, great. Okay, we are reaching another ad break. You're listening to the hard skills with me, Dr. Mirabranku and our guest today. Andres Peters. We air on Tuesdays at 5 pm. Eastern. You can find us on Linkedin or Youtube right now at talk radio, Nyc, and we'll be right back in just a moment.

00:47:13.810 --> 00:47:40.858 Mira Brancu: Welcome back to the heart skills with me. Dr. Mira Bronku and our guest today, Andres Peters, a Guru in job design and team performance and all things. I/O psych. And there's 2 final things I want us to talk about that you have been sort of exploring and interested in that I actually feel like I don't know much about. And the 1st is Job Embeddedness. What is that? Why should we care.

00:47:41.210 --> 00:47:52.559 Andrés Peters: Yeah. So so the job embeddedness, I will say, is, one of the is is a framework. I believe it came out of the Academy of Management Journal around

00:47:52.780 --> 00:48:21.030 Andrés Peters: early 2,000 2,000 ones. But it it basically defines embeddedness within an organization based on the links, the fit and the sacrifice for people within your organization. So really, the links like, who are the connections that they have within the organization. I mean, now that most roles have some level of virtual work. That level of connectedness is definitely a lot harder to not only

00:48:21.030 --> 00:48:43.779 Andrés Peters: maintain but create, especially if you're bringing in new people within an organization. And so that's why. Oftentimes people tend to leave so quickly because they haven't developed those relationships to connect authentically and to connect, you know, on a deeper level with their peers. The fit is really, how does that role fit with their career goals, their career objectives, and also the skill set that they have

00:48:44.103 --> 00:49:09.519 Andrés Peters: again. Thinking about it from an onboarding perspective which is one of my passion areas is, you know. How are you making sure that you're providing the content with the context right? Especially if you brought someone in, but who has a lot of experience. How do they parlay that experience into your role, into your organization, into your processes. And then, lastly, this idea of sacrifices. What people would leave behind if they were to decide to leave

00:49:10.150 --> 00:49:24.129 Andrés Peters: this, you know, especially for those that you know, you who have a lot of institutional knowledge within an organization. Those that you know, are well respected within your organization.

00:49:24.130 --> 00:49:48.250 Andrés Peters: wanting to make sure that you're providing them an experience that will make them want to stay and sacrifice it. I don't like well, I not a great word to use, but it's almost like what would they that what would the Fomo be? What would if you're missing out be if they were to leave right? The organization and usually especially if you've got a really good employee experience. Outside of, you know, job

00:49:48.330 --> 00:50:06.700 Andrés Peters: security job, progression benefits right? The sacrifice is what people tend to stay. I often I'll hear from people that are thinking about leaving a roles. I just don't want to leave my team. I love my team so like, how are you creating that environment for them that makes them want to stay overall.

00:50:08.270 --> 00:50:12.089 Mira Brancu: Oh, that's brilliant. So in order for

00:50:12.240 --> 00:50:24.039 Mira Brancu: leaders to think about job embeddedness, they would need to be thinking about, how am I creating the kind of environment that makes it hard to leave because people are getting a lot out of it.

00:50:24.594 --> 00:50:26.769 Mira Brancu: And that also includes

00:50:27.268 --> 00:50:36.459 Mira Brancu: thinking about what they're bringing to the table, valuing it, including it in their job, and creating the kind of connections that are actually meaningful. Is that right?

00:50:36.690 --> 00:50:45.680 Andrés Peters: Yeah, and and one of the things too, that I like to coach especially new leaders on is that, they feel like, they have to do this all themselves, like I have to figure this out for my team.

00:50:45.680 --> 00:50:46.010 Mira Brancu: Right.

00:50:46.010 --> 00:51:07.769 Andrés Peters: Well, no like, if you, if you develop a relationship, there may be someone on your team that's really passionate about creating a team culture. So perhaps, again, thinking about that racy right, you may be ultimately accountable for creating culture, having a strong culture on your team, but you could put that responsibility on someone else to come up with like, what does that look like for us?

00:51:07.970 --> 00:51:26.400 Andrés Peters: Right, and how you consult with other members of the team and inform your leadership. So this is where so, where some of those different frameworks can come into play, especially if you want to delegate some of these responsibilities to other people, but without losing that sense of control or ownership. At the end of the day.

00:51:26.840 --> 00:51:36.809 Mira Brancu: Oh, I love, love, love, this new new framework that I just learned. Thank you. And the this, the final framework I'm I'm curious about is

00:51:36.820 --> 00:51:43.269 Mira Brancu: team versus task conflict. Now, my gut about what this one is about is that

00:51:43.953 --> 00:51:45.220 Mira Brancu: we often

00:51:45.260 --> 00:52:00.149 Mira Brancu: see that sometimes there's a conflict between people, and they make it about the people. But it's actually not the people at all. It's about something where the process is off, and you haven't sort of put the process process in place. Is that right? Am I right on that.

00:52:00.150 --> 00:52:24.559 Andrés Peters: Yes, yes, yeah. And it's. And it's really again, this is the I. What I love about T. Versus task framework. It helps you somewhat remove the person from the conflict. It's almost like when you're going into coaching. You don't want to ask someone like why they did something because they get defensive instead, it's like, what about the environment caused this issue? So it's almost the same thing. What about the task is causing this issue?

00:52:24.560 --> 00:52:30.990 Andrés Peters: And if what you're getting back is like, well, you know, they were really mean to me they were doing all this stuff. Then you probably have more of a

00:52:30.990 --> 00:52:49.280 Andrés Peters: you know, team conflict, then you have a test conflict. But if it's we didn't agree on, you know the the right process, then that's more of like, okay, well, what like? How? How was it explained? And it's really just understanding. At the end of the day, where that conflict comes from or where that difference of opinion comes from.

00:52:49.590 --> 00:53:11.770 Andrés Peters: If you've got a really strong team, you know, people tend to work through task conflict much easier. But if you have a team that doesn't isn't really connected. Well, at all. Those those task conflicts can then become team conflicts because there's no people aren't sure how to resolve them between themselves that you actually have to be brought in as the leader to help kind of play referee.

00:53:11.980 --> 00:53:14.750 Mira Brancu: Yes, and untangle what they've tangled up in.

00:53:14.750 --> 00:53:15.660 Andrés Peters: Yes, yes.

00:53:16.819 --> 00:53:19.139 Mira Brancu: Okay, so.

00:53:19.510 --> 00:53:41.940 Mira Brancu: holy Moly, you have given us so much to think about. And I mean, I have written down things around role clarity and misalignments, golden triangle T shaped individuals and skills, influence and power, matrix knowledge, work, job, diet, team versus task conflict, job embeddedness.

00:53:42.010 --> 00:53:46.290 Mira Brancu: Oh, my goodness! So much information. So from that.

00:53:46.560 --> 00:53:51.390 Mira Brancu: What is one thing that you would like people to take away from all of this?

00:53:51.727 --> 00:53:58.500 Mira Brancu: To sort of know which way to go, which way to sort of like apply it to their life right now.

00:53:59.110 --> 00:54:04.619 Andrés Peters: Yeah. So what I would say is that you know, often organizations feel that

00:54:04.730 --> 00:54:14.660 Andrés Peters: the challenges that they're seeing are leaders, that the challenges that they're seeing are are unique challenges. But oftentimes those challenges are just unique to them.

00:54:14.700 --> 00:54:38.870 Andrés Peters: And so really understanding that there is information out there, there are frameworks that they can lean on, and they don't have to lean on it word for word, just what works best for them, based on how they operate, based on how they know their. You know leadership brand is, or how their leadership identity is, and they can bring that into the workplace very easily versus, you know, having to go through a complete.

00:54:38.870 --> 00:54:49.599 Andrés Peters: you know, a complete triage of their team, a complete triage of of the the projects that they're work on working on, or the process and then, you know, I will say

00:54:49.670 --> 00:54:52.050 Andrés Peters: that they're not doing a lot of this is.

00:54:52.190 --> 00:55:17.189 Andrés Peters: they don't have to do it alone, right? If they've got a team, if they've got a team under them, more likely than not, there's probably someone that would be interested in helping them out. And this is where that followership concept that I also like to talk about. Comes in where, like you bring you want people as you're elevating yourself up to follow behind you, because then those are the people that you know will come in and help and support you and celebrate

00:55:17.190 --> 00:55:38.519 Andrés Peters: you. But they're also there that you can use to get that 360 feedback right? Like, I'm thinking about doing this like, is that the right? How is this, how you would see it versus trying it out, you know, on your team and failing right away. So yeah, I I think that there is definitely a there's a community out there for them that they can tap into. Whether or not they know it.

00:55:38.970 --> 00:55:42.869 Mira Brancu: Excellent, excellent. So you are not alone? Is the message.

00:55:42.870 --> 00:55:43.660 Andrés Peters: Yes. Yeah.

00:55:43.660 --> 00:55:49.700 Mira Brancu: Our frameworks, and there are people. If if people want to learn more about your work, where can they go.

00:55:50.238 --> 00:56:14.499 Andrés Peters: So I, primarily, okay, I primarily am on Linkedin. I am currently building my own practice around learning design, also coaching but that website has said under construction for the last 8 months. So you're not gonna find much there. But you can find me on Linkedin. I'm pretty active in the messages, so if they want to send me a message, I'm always happy to talk to people I geek out on this stuff as you can.

00:56:14.900 --> 00:56:15.260 Mira Brancu: It's like.

00:56:15.260 --> 00:56:24.219 Andrés Peters: So I'm always happy to talk to anyone. If they're interested in learning more, or just have any questions just to bounce things off of. I'm always here for that.

00:56:24.380 --> 00:56:52.390 Mira Brancu: Great Andres Peters, pmp. Is where you will find him on Linkedin, and you better start following him. You'll love, you'll love his content. Now, audience, what did you take away from today? And more importantly, what is one small change that you can implement this week, based on what you learned from Andres share it with us on Linkedin, and we both live there. Now, you know we're right there. Share it with us on Linkedin, and at Talkradio, Nyc, so we could cheer you on

00:56:52.680 --> 00:56:56.949 Mira Brancu: talk. Radio is also on Facebook, Instagram, Twitter, twitch all over the place.

00:56:57.030 --> 00:57:09.170 Mira Brancu: And we're also on apple spotify and Amazon podcasts after the live show. So please help us increase our visibility, reach and impact by leaving a review there as well.

00:57:09.200 --> 00:57:22.869 Mira Brancu: The stuff that we talk about on this show is also part of our research based strategic leadership, pathway, roadmap that we use to teach in our tower Scope Leadership Academy. You can find out more about that at Gotowerscope. Com.

00:57:23.050 --> 00:57:36.349 Mira Brancu: Thank you to talk radio Nyc for hosting. I'm Dr. Mara Branco, your host of the Hard Skills show and thank you for joining us today. Andres have a great rest of the day. Everyone wherever you're tuning in from bye. Everybody.

00:57:36.960 --> 00:57:37.840 Andrés Peters: Thank you.

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