Reframes

Question 1

What are the 3 golden questions to ask myself when helping someone on my team?

Answer 1

Connecting with people
1. What are their intentions?
2. How do I help this person on my team feel clear and confident about owning the next steps?
3. What else can I do to help keep up progress, prioritize or solve the problem that’s holding us back?

Question 2

When you feel your ‘role power’ is being challenged:

You’re feeling ….

The worst thing I can do…

Instead, reframe and say:

Answer 2

I can feel:
Frustrated that Im not being heard or listened to, and doubly frustrated that my role isn’t ‘respected’.

The worst thing I can do: Use role power
- Make it personal because I feel it’s personal. Focus on the problem in the moment.
- Overreact: It’s not about ending the war in this moment - you need an enduring relationship.

Instead, reframe and say:
- Solve the problem in the moment - and use it to further communicate expectations in order to grow a stronger relationship over time.
- Say: “Let’s step back and make sure we’re both talking about the same thing - what’s the heart of the problem?” (see creative guy about correcting people in the moment/ boundaries)
- Say: “Moving forward … when you do this, this happens. I need x. Can you do that?

Question 3

If you are really passionate about something, how can you be effective in using it?

Answer 3

Don’t try to win a war in each discussion. Use a passionate instinct and influence smartly:
1. Elevate the conversation in the room: share my passion to inspire and challenge people to possibility
2. Ask the right questions to get people thinking for themselves rather than ramming your passion down their throats.
3. if this is a bigger vision, plant the right seeds to influence over time.

Question 4

When faced with a decision…

Answer 4

Don’t delay on decisions that are easily reversed

Ensure people with a strong view are heard.

2. If you’re 70% right, that’s enough to move forward
3. It’s not just about final decisions; it’s about making decisions right.

Question 5

What is your motivation to lead

Answer 5

To create a modern brand that people love and to show how great brands drive business.

Question 6

Where is your value:

Answer 6

1. results and relationships
2. Know the result any project needs to deliver - work backwards (and Seans priorities)
3. My role is getting a more engaged team, and bringing better ideas. Thats it!
4. Make sure the individual is clear and motivated to own progress until the next milestones.
5. If they’re doing great work, get out of the way.
6. If they need help, provide direction: start high before low (why, what, how)
   Challenge and clarity
   Context and connection

Question 7

Your role in the thinking

Answer 7

1. Me: I need to be clear on the thinking in order to be responsible for it
2. For the team - each individual owns the thinking. Above the work, not in work, responsible for the result, not how they get there (no one wants a micromanager)
3. Sean: Managing expectations, championing the teams work
4. Dont let personal motivates in getting into the work get in the way: You need to be clear on the thinking so you can be responsible for it: but don’t confuse that with being in the work because you enjoy it - or looking to learn specifics in the moment (not efficient for anyone)

Question 8

Feeling pressured that the quality of work is going to reflect badly on you

Answer 8

1. Have a POV
2. Managing up: No surprises, no reveals

Question 9

What is great brand marketing (brand management)

Answer 9

1. Brand management: where are you trying to get to?
2. Clear narrative: the problem & solution
3. Nail brand management basics: Consistent disruption.

Question 10

Feeling overwhelmed that you don’t know how to do something

Answer 10

1. Separate things that are hard vs. things that are currently hard for you
2. Things that are hard
   Strategy and breakthrough insights and perfect plans that transform businesses
   The pressure of time, lots of things to do, deadlines and responsibilities
3. Things that may be hard for me
   Own it (don’t blag things you don’t know). Know when to say “i haven’t got this all figured out yet” Get a learning plan. Work hard. And use ChatGPT
   Don’t just think about how I work this out, ask who can help me work this out (work smart, not hard)
   If you’re not sure of expectations, ask

Question 11

Feeling under the pressure of deadlines

Answer 11

1. This isn’t your pressure; this is everyone’s pressure
2. Don’t turn it into a thing about ‘you.’
3. Get operational: clear who is doing what, by when - prioritise

Question 12

Common pressures that all managers feel

Answer 12

1. High expectations and responsibility - don’t make it absolute. Part of your value is managing expectations up
2. Deadline pressure
3. Lack of resources
4. Time management: balancing multiple people’s projects - make decisions in each meeting to get them moving fwd
5. Lack of autonomy: Feeling like you are responsible for a result without the autonomy. To affect the results - have that conversation.
6. Work-life balance: Set boundaries. Get your weekends free - see your family/exercise. Have fun with friends.

Question 13

when you have impatience because you dont know the answer

Answer 13

wanting to get away from the feeling - the problem isn’t you, it’s a problem for the company to solve

Question 14

Having impatience because you know the answer

Answer 14

wanting to jump ahead to what I think the answer - your role isn’t to know, its to make sure the person is clear for themselves

Question 15

There’s a difference between having a different POV and not being heard

Answer 15

Don’t make it about the principle - make it about the problem you’re trying to resolve.

Question 16

Why do i think i have the right to put my stress on someone else?

Answer 16

what if we’re on the same side, both feeling the stress
Use your instinct to tune into what their intentions are

Question 17

Whats your relationship to the work?

Answer 17

1. You’re not doing the work; you’re above the work - separate out
2. get clear on the work, but you need to be efficient at looking at the kernel vs. the details
3. Wanting to learn something myself - don’t use a meeting to understand everything about a subject for yourself (that’s not efficient for anyone) - You need to know that its answering a question, not how the sausage is made

Question 18

how can you hold this all in your head?

Answer 18

You cant.. you need to study it and practice it until it becomes intuition. Like athletes who train on technical drills religiously - and then react with instinct when it comes to matches

Question 19

What is your team philosophy?

Answer 19

1. Your job is to build a team where people compliment you - and together, you elevate each other.
2. Not for you to be the best at everything.
3. Where everyone feels motivated to bring their best thinking

Question 20

Leading people who are better than me

Answer 20

1. Ask the right questions
2. Clarify and challenge
3. If you don’t know, ‘let me think about that’.
4. If someone can’t do their job - it’s okay for you to say, what I need in a data strategist is someone who x yz - they’re not doing that.

Question 21

Supporting others work

Answer 21

1. I need to be clear and feel good about the kernel (not how the sausage is made)
2. Champions others and their work
3. Manage expectations up and down: What you need to get comfortable with the work / getting others upstream comfortable with the work

Question 22

Leading domain experts

Answer 22

1. Work backwards: Explain the findings. Why is it happening/What is the insight/implication
2. Methodology: is it valid
   How does it fit into the broader narrative?
3. Alternative approaches/hypotheses
4. Help them create clarity - probe for their conviction - be a sounding board to consider possibilities.

Question 23

Decision rights

Answer 23

1. Who has decision rights for what?
2. ask if you need clarity on my decision rights?

Question 24

If youre not being set up for success…

Answer 24

1. communicate needs
2. If not enough in role take on more

Question 25

Using Instincts

Answer 25

1. tune into where someone is coming from, What they are saying, what is behind what they’re saying, and what they are not saying that's telling. 2. How do I influence here: how do i frame things positively, what style

Question 26

Work mindset?

Answer 26

1. You have to work from a belief 2. Snowball confidence 3. Motivation to build a world-class brand that drives the business 4. You cant work from fear

Question 27

How does marketing drive the business

Answer 27

1. Driving the business is about acquiring new customers + and retaining them. 2. To do that, marketing looks to change the human behaviour that leads to change in business. 3. To change behaviour, you often have to get people to change how they think or feel towards your product/ brand, in order to inspire change.

Question 28

Hard work

Question 29

Sensation

Answer 29

1. Doesn't need an explanation. 2. Don't let your mind make up stressful thoughts to try and make sense of the bodily sensation. 3. Embrace the feeling

Question 30

Before each interaction, what are 3 things to ask yourself

Answer 30

1. Am I in the right state for a positive interaction? If not, how do I change states to ensure I don't let myself down. 2. Smile and your mind will smile with you. 3. Tune into your instincts to pick up what's really going on - and use that to make a better connection.

Question 31

When unsure of what to do, what must you do?

Answer 31

**Give my instincts & intellect strengths space to shine** Do: step back and use street smarts and industry wisdom room to think the path through. Before: Don't panic talk or panic read. Create a plan: Solving a problem isn't always about having an immediate answer, it's about having a plan for how to break it down into clearer pieces.