Uploaded September 2016 | Updated September 2026, 2 weeks ago
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Transcript:
Hi there everybody, and thanks for joining me today. A lot of us, when we start out in leadership or even further on down the road with peers, find ourselves in almost a co-manager position. You might be in an organization that has four supervisors and you’re one of them, or they have five department managers and you’re one of them. The struggle with co-managing a department is you need to stay on the same page with everybody. You need to have that level of communication, and that can be a big struggle with people, and it’s not because they aren’t getting along, it’s just that they don’t know how to communicate all of the little things so that they’re all on the same page, and the team below them actually has a consistent voice from leadership. And so one concept that most everybody misses in those peer relationships is explaining the “why” behind the decision. You will explain to somebody what you did, you’ll explain to your co-manager what it is that you did, but you won’t explain the why. And the importance of the why behind things is that it helps fill in those blanks. It helps your co-manager understand the motivation behind what the decision was, and what the thinking was so when another situation that’s similar but different comes along, they understand the thought process that you had with it, and they can go ahead and match that. Also, if they have a disagreement with the decision that you made, they understand it better so that they can come to you with a more detailed plan that you can understand. In a lot of these cases you’re co-managing with people that are on different shifts and so being able to ease that communication is essential on things. So when you’re co-managing, don’t just get clear on what it is that the two, three, four of you are doing, make sure that you understand why you are all doing what you’re doing, and then you will have a more cohesive voice for your team. Thanks everybody, have a good one.
► ► Subscribe to My Channel Here youtube.com/c/CameronMorrissey
Transcript:
Hi there everybody, and thanks for joining me today. A lot of us, when we start out in leadership or even further on down the road with peers, find ourselves in almost a co-manager position. You might be in an organization that has four supervisors and you’re one of them, or they have five department managers and you’re one of them. The struggle with co-managing a department is you need to stay on the same page with everybody. You need to have that level of communication, and that can be a big struggle with people, and it’s not because they aren’t getting along, it’s just that they don’t know how to communicate all of the little things so that they’re all on the same page, and the team below them actually has a consistent voice from leadership. And so one concept that most everybody misses in those peer relationships is explaining the “why” behind the decision. You will explain to somebody what you did, you’ll explain to your co-manager what it is that you did, but you won’t explain the why. And the importance of the why behind things is that it helps fill in those blanks. It helps your co-manager understand the motivation behind what the decision was, and what the thinking was so when another situation that’s similar but different comes along, they understand the thought process that you had with it, and they can go ahead and match that. Also, if they have a disagreement with the decision that you made, they understand it better so that they can come to you with a more detailed plan that you can understand. In a lot of these cases you’re co-managing with people that are on different shifts and so being able to ease that communication is essential on things. So when you’re co-managing, don’t just get clear on what it is that the two, three, four of you are doing, make sure that you understand why you are all doing what you’re doing, and then you will have a more cohesive voice for your team. Thanks everybody, have a good one.
