I’ve lead teams between 20-100.

It was complex and overwhelming at first, but I found secret weapon.

The Do or Delegate system was what I used to dominate.

It’s a simple system that will help you simplify your task list as a leader.

Think of it like an updated Eisenhower Matrix.

I put together a complete toolkit that will help you use it.

And since I like you so much..

You can download it now and pay whatever you’d like for it.

I hope it helps you as much as it has helped me.

Now, let’s dive into the lens…

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The People Pleaser’s Guide to Feedback

My entire life I've been obsessed with people liking me. And being a people pleaser is exhausting.

I wanted to be accepted. I wanted to be likable and for people to accept me into their inner circle. I felt like if I liked them and was nice and recognized their strengths, they would like me.

This didn't work.

As a leader, I often prioritized my want to be liked and to be seen as an inspirational leader before getting the job done and being there to support my people. Being positive and providing consistent recognition came easy. I read every mindset book and loved providing words of affirmation. This led to quick wins. I thought I had leadership figured out.

But the wins were inconsistent because I was only giving my team a portion of what they needed.

My addiction to positivity prevented me from having conversations needed to stop my team's bad habits. I was naive. I looked the other way when I saw mistakes being made. I assumed they would figure things out themselves as long as they knew I believed in them.

My friends, these are not the actions of a leader.

After many failures I eventually figured out that PEOPLE NEED FEEDBACK. They need to know the person they report to is there to help them get better.

Reading Kim Scott's book Radical Candor was a huge unlock for me.

It helped me understand how I could give feedback in a way that was inspiring instead of insulting.

Simply stated, Radical Candor says that leaders are at their best when they both care personally AND challenge directly.

And here's the kicker - the research backs this up big time:

• 84% of employees who get immediate feedback are engaged, compared to just 22% who don't get weekly feedback. Engaged employees are 18% more productive and 23% more profitable. That's huge!

• 80% of people want real-time feedback instead of those boring annual reviews. In fact, 43% of highly engaged employees get feedback at least once a week.

• Companies that give regular, constructive feedback see turnover drop by nearly 15%. And get this - 41% of employees have quit because they felt they weren't listened to. Ouch.

• 76% of employees want feedback at least monthly, and 69% say they'd work harder if their efforts were recognized. 62% even want more feedback from their peers, not just the boss.

My fellow people pleasers, remember this

• When you don't give your team the feedback they need you are robbing them of the opportunity to get better.

• By avoiding a mildly uncomfortable conversation, you are setting yourself up for a really difficult conversation.

• Sometimes people are oblivious to their bad habits and things holding them back. To create change on your team you need to be able to be direct in talking about the needed change AND the impact of this change.

• Giving people feedback doesn't mean you are mad at them or feel differently about them. It also doesn't mean you stop recognizing them for all of the other great things you are doing.

• Don't expect every feedback session to end with a smile and a high five. Sometimes people just need time to process the change.

This is what you should do instead

Be intentional about recognizing the value the people on your team bring.

Think of these as deposits you are making. You can't show up to a bank on the first day and make a withdrawal.

This is unfortunately used to be the experience a lot of people have with their boss. The first real conversation was because they did something wrong.

By taking the time to recognize the value of your team, they will see that you genuinely care and are invested in them. When it comes time to give feedback, be direct and let them know it is a small but important change.

You can prepare them for feedback during their onboarding–ask them to tell you about a time they received impactful feedback.

And the most important part of all is the follow up. People need immediate gratification, so give it to them when they make the changes they committed to.

When they don't make the needed changes, determine if it is a skill or will issue.

Skill issues - Coach and develop Will issues - Don't overthink this part. "You committed to this in our last conversation, and you aren't doing it. This is a job expectation."

As a recovering people pleaser, giving people feedback was a challenge.

But I've found without a doubt people respect and trust me more now that I'm willing to give them the unhinged and direct feedback I know will help them get better.

It would have been impossible for me to have consistent success as a leader without it.

It would be impossible for me to run a coaching business without this.

And here's the real game-changer: teams are three times more engaged when managers give daily feedback compared to annual feedback. That's the power of staying connected and keeping the conversation going.

What is one area of growth you are experiencing in your life right now? How might more frequent, honest feedback impact your performance or your team's?