Melissa Tan: belief

Transcript context

…In that conversation. What is it that you did that made them feel like you really cared about them? Because when I hear you describe it's like you're just telling them, you're giving them feedback just like, "Hey, you need to do a lot better at this. We need to actually hit our goals." What was it that made them feel like, "Oh, she really wants me to succeed?" I think in that conversation what's important is also saying, "I believe you can do all these things and I'm doing this to support you." Or, "I'm sharing this feedback because I believe in you. " Also saying that I'm here as support, as you are building that out, let me know what I can do to support you. We can jam on it together if it's helpful. Basically, I guess boil it down to one, restating your intention and why you are having that conversation to sharing that you are there to support them and offering your own help as well. Those I think are the things that go along well. And I think the third thing is as you give someone feedback, it should never sound like finger pointing or criticizing. It's really just, "Hey, this is what I observed, this is the impact that it had and here is a different way." And so keeping the feedback really about the work itself and the specific things that you think can be improved. I know you're also a big fan of developing talent internally versus hiring experts from the outside and it's always this decision I think as a leader and as a company. How much do you invest in developing people knowing they can leave anytime, knowing that that's going to take all this time and work? What have you found from and just learned about the advantages maybe of spending time in developing people and helping them progress and just why is that something you find really important?…

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