Podcasts · No Bullsh!t Leadership
How to Build a Team That Performs Without You: 16 Real Questions
· 33 min · S1 E417
Episode How to Build a Team That Performs Without You: 16 Real Questions
We asked 800 leaders one question. What's actually hard about leadership right now?
The answers were so good we decided to answer them live. No prep. No script. Em fires the questions, and I get two minutes on each.
These are real questions from real leaders in our free Skool community, the No Bullsh!t Leadership Hub (https://www.skool.com/nblh).
16 questions, 16 answers. And every one of them comes back to the same thing: whether your team can perform without you.
If your team faced a major challenge today and you weren't available, would they solve it? If the answer is "no", the issue might not be their capability. It might be your lack of leadership.
Every time you step in, you rob them of a rep they needed.
In this episode:
1. Are we building resilient teams, or creating dependence by stepping in too quickly?
2. I've gone from leading 14 people to 70. How do I let go of work I think I need to control?
3. Doing the task myself tells me if the workload griping is fair. Or am I rationalising dipping down?
4. My utilisation target is 92%. How do I defend leadership time in a billable hours culture?
5. Even when I'm on leave, I clear emails out of guilt. How do you actually switch off?
6. If you stepped away for a week, would your team respond effectively, or fail?
7. My team says green, then it's suddenly amber. How do I assess progress without micromanaging?
8. We've slipped from action takers to explainers and complainers. How do I reset this?
9. I was promoted from within. How do I set expectations with people who are my friends?
10. One of my leaders has micromanaged staff out the door for four years. Can someone like that change?
11. I had to let a new hire go and it took an emotional toll on me. Does this ever get easier?
12. An employee used company systems for personal gain. The investigation will take months. What now?
13. We had a death at work. What can I actually do to help my people through it?
14. Do I push my team to use AI now, or wait for the tools to mature?
15. Four weeks acting up. Does that deserve a pay bump, or is the opportunity enough?
16. They hired an external into a role I'd been acting in. That person failed, so they've asked me to fill in again. Recognised or used?
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EPISODES REFERENCED:
Ep.411: Stop Rescuing Underperformers
https://www.yourceomentor.com/episode411
Ep.374: The Biggest Killer of Empowerment
https://www.yourceomentor.com/episode374
Ep.351: 5 Rules for Leading Without Over-Functioning
https://www.yourceomentor.com/episode351
Ep.264: Controlling Without Micromanaging
https://www.yourceomentor.com/episode264
Ep.65: How Do You Make Someone Change?
https://www.yourceomentor.com/episode65
Ep.13: Managing Up and Not Over-Functioning
https://www.yourceomentor.com/episode13
Ep.2: Building a High Performing Team
https://www.yourceomentor.com/episode2
MOMENT REFERENCED:
Moment 187: How to Lead People Who Are Your Old Mates
https://open.spotify.com/episode/5Ilsk2Zxs7CexSfzGAAkcU
Leadership Beyond the Theory
https://www.leadershipbeyondthetheory.com
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FREE WORKSHOP: STOP RESCUING YOUR UNDERPERFORMERS
Friday 28th August, 12 to 2pm AEST.
Two hours, free. We walk through all seven leadership blind spots, you score yourself, and you leave with your Leadership Blind Spot Scorecard.
REGISTER HERE:
https://workshop.leadershipbeyondthetheory.com
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Every question came from our free No Bullsh!t Leadership Hub on Skool. Want yours answered on a future episode? Em's in there every single day.
JOIN THE HUB HERE:
https://www.skool.com/nblh
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Connect with me:
Website: https://www.yourceomentor.com
Facebook: https://www.facebook.com/yourceomentor
Instagram: https://www.instagram.com/yourceomentor
LinkedIn: https://www.linkedin.com/in/martin-moore-075b001
YouTube: https://www.youtube.com/@YourCEOMentor
Our mission here at Your CEO Mentor is to improve the quality of leaders, globally.
You're still doing the work…
Links in the notes 2
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