Uploaded April 2017 | Updated September 2026, 2 weeks ago
Do you have an employee who would be great at something, but they don't think they have the skill? Maybe leadership? Maybe training? Maybe something creative? Then you need to see this video...
Transcript:
Hi there, everybody. One of the most important things that you can do as a leader is to give confidence to your employees. A lot of times that means that you need to instill in them the confidence that they have the talent to do more for themselves and for the organization as a whole. Now you usually get two objections what this. It's "I don't think I can do it," or, "I don't want the extra work." This goes when you think they have a talent for leadership or they have a talent for creative endeavors or some other extra duty that you'd like to see them grow into. Now you can think about it all you want. You can tell them how great they're going to be and everything else, but talk is cheap. When they happen to be particularly resistant to this, talk doesn't usually get you anywhere. All you want to do is you want to find a way to start small. Think about this as like working out. Whether it is a leadership muscle or a creativity muscle, or some other sort of muscle in the operation that you want to do, you need to start with small weights. You might start them on a very small project, creative project. It's leadership, you might have them train somebody who comes in new. You might have them lead a meeting. But start with something small and then just work from there into larger and larger things. You can plan that whole process out for them. It's not anything you necessarily, I want to say, even need their approval for. You can do it in the background. Usually they will see it, but oftentimes they don't. So it's good, when you bring the subject up again, to actually point it out to them. They may have that ah ha moment that A, they can do it, and B, that it really isn't as much extra work as they think it is. If you want to expose somebody to more in the operation and really bring out some of their talents that they don't see themselves, start small and build from there. Show them, don't tell them. Now I will say that in a lot of these cases, people still don't want to take on the extra. That's perfectly fine. At least at this point you've given them the information to make an informed decision about this. There's lots of people that just want to punch the clock, and they find fulfillment outside for their work. That's great; good for them. But you do owe it to them as their leader, as their boss, as their friend, to give them all of the information that they need to make a correct decision for themselves. Bringing out the talent in individuals on your team is absolutely a part of your job. Start them small and show them what they can do. Thanks so much, everybody. Have a great one.
Do you have an employee who would be great at something, but they don't think they have the skill? Maybe leadership? Maybe training? Maybe something creative? Then you need to see this video...
Transcript:
Hi there, everybody. One of the most important things that you can do as a leader is to give confidence to your employees. A lot of times that means that you need to instill in them the confidence that they have the talent to do more for themselves and for the organization as a whole. Now you usually get two objections what this. It's "I don't think I can do it," or, "I don't want the extra work." This goes when you think they have a talent for leadership or they have a talent for creative endeavors or some other extra duty that you'd like to see them grow into. Now you can think about it all you want. You can tell them how great they're going to be and everything else, but talk is cheap. When they happen to be particularly resistant to this, talk doesn't usually get you anywhere. All you want to do is you want to find a way to start small. Think about this as like working out. Whether it is a leadership muscle or a creativity muscle, or some other sort of muscle in the operation that you want to do, you need to start with small weights. You might start them on a very small project, creative project. It's leadership, you might have them train somebody who comes in new. You might have them lead a meeting. But start with something small and then just work from there into larger and larger things. You can plan that whole process out for them. It's not anything you necessarily, I want to say, even need their approval for. You can do it in the background. Usually they will see it, but oftentimes they don't. So it's good, when you bring the subject up again, to actually point it out to them. They may have that ah ha moment that A, they can do it, and B, that it really isn't as much extra work as they think it is. If you want to expose somebody to more in the operation and really bring out some of their talents that they don't see themselves, start small and build from there. Show them, don't tell them. Now I will say that in a lot of these cases, people still don't want to take on the extra. That's perfectly fine. At least at this point you've given them the information to make an informed decision about this. There's lots of people that just want to punch the clock, and they find fulfillment outside for their work. That's great; good for them. But you do owe it to them as their leader, as their boss, as their friend, to give them all of the information that they need to make a correct decision for themselves. Bringing out the talent in individuals on your team is absolutely a part of your job. Start them small and show them what they can do. Thanks so much, everybody. Have a great one.
