Transcript

Developing and Empowering Your Team | Bred to Lead #007

From YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw · Episode page · Watch on YouTube

· 27 min · 4,495 words · 28 timestamped sections

This is the full, timestamped transcript of "Developing and Empowering Your Team | Bred to Lead #007", an episode of YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw published August 10, 2024 (27 min, about 4,495 words). It mentions 18 people, works and ideas, including Competence, Autonomy, Relatedness, Self-Determination Theory, SIPS Consults.

What is discussed, and when

  1. – 5:00: SIPS Consults, SS Healthcare Solutions
  2. – 10:00: Autonomy, Competence, Relatedness, Richard Ryan
  3. – 15:00: Competence, Autonomy, Ken Blanchard, Situational Leadership
  4. – 20:00: Relatedness, Competence, Team Building
  5. – 25:00: Relatedness, Autonomy, Competence, Self-Determination Theory
  6. – 27:05: Autonomy, Competence, Relatedness

Notable quotes from "Developing and Empowering Your Team | Bred to Lead #007"

  • Is impactful and two this podcasting thing is like a hobby of mine that adds value to our company sips consults or AKA sips Healthcare Solutions which is a Consulting advisory…
    about SIPS Consults · at
  • Their best work within the appropriate guard rails and expectations it's about developing their competence and confidence to handle more complexity and ambiguity over time so…
    about Competence · at
  • Second is competence the need to feel capable and effective in what we do the third is relatedness the need to feel connected to and cared for by others when these needs are…
    about Relatedness · at
  • Mentor who can coach them through the learning curve or it can involve investing in formal training and development programs to build specific skills and knowledge the key is…
    about Training and Development · at
  • Person's needs and Readiness one tool that I found to be helpful for this is situational is the situational Leadership Model developed by Ken Blanchard I believe and Paul…
    about Situational Leadership · at
  • Personally sending a thoughtful note on the work anniversary it could be as involved as planning regular team building activities and Retreats to deepen relationships and Trust…
    about Team Building · at

Who and what is mentioned in this episode?

People

  • Richard Ryan — Person · 1 mention · first at
    Motivation in performance self-determination theory developed by psychologist Edward DC DEC I in Richard Ryan self-determination Theory suggests that all human beings have…
  • Ken Blanchard — Person · 1 mention · first at
    That I found to be helpful for this is situational is the situational Leadership Model developed by Ken Blanchard I believe and Paul Hershey Ken Blanchard and Paul Hershey…
  • Edward Deci — Person · 1 mention
  • Paul Hersey — Person · 1 mention

Books & papers

Companies & orgs

  • SIPS Consults — Company · 1 mention · first at
  • SS Healthcare Solutions — Company · 1 mention · first at
    Thing is like a hobby of mine that adds value to our company sips consults or AKA sips Healthcare Solutions which is a Consulting advisory and staffing company within the…

Products & tech

Concepts & topics

  • Competence — Concept · 11 mentions · first at
  • Autonomy — Concept · 11 mentions · first at
    This how do you develop your team members skills and Leadership capacity how do you give them autonomy while still providing them guidance and support how do you know when to…
  • Relatedness — Concept · 9 mentions · first at
  • Self-Determination Theory — Concept · 2 mentions · first at
    Understanding what drives human motivation in performance self-determination theory developed by psychologist Edward DC DEC I in Richard Ryan self-determination Theory suggests…
  • Training and Development — Concept · 1 mention · first at
  • Situational Leadership — Concept · 1 mention · first at
  • Team Building — Concept · 1 mention · first at

Sponsors

Full transcript with timestamps

what is going on change makers welcome back to bread to lead the podcast that empowers you to unleash your leadership potential and make a lasting impact I'm your host Dr Jake Taylor Jacobs and I'm on a mission to help you cultivate the mindset and skills to lead with purpose authenticity I always get that word wrong authenticity in heart want to let you guys know something about this pod class I make no edits I make no revisions because leadership is an ugly game and my biggest thing and bringing you guys this pod class I like to say is to share my ideas and share the things that I've developed over the years and dealt with leadership all across the world in over 22 countries I've had the the blessing to help cultivate and and uh Empower over shoot now 15,000 people over 15,000 people in 22 countries so I'm excited about that and in case you guys did not know this podcast is the after conversation or

extended conversation from my newest book people first result second the ultimate God to leadership within any organization or within any industry so I think it's very important that you guys go to Amazon and go get people first result second and then find me on LinkedIn let me know that you got the book let me know that you're diving into it and if you are a leader that wants to create change where you are whether you're a leader of your yourself or a leader of many get the book for multiple people so you guys can have the conversation about what can you do to turn your organization around and then not only turning your organization around what can you do past that to become great leaders within life because leadership is supposed to extend past your job or your industry is supposed to be the way of living so uh today we're we're diving into one of the most critical skills for any leader and I

know I say that every episode but I think all of these are critical but this is one of the most critical skills which is developing and empowering your team in our last episode we explored effective communication and conflict resolution the foundational abilities that allow you to build trust alignment and psychological safety with your people but once you've established that Baseline of healthy relationships your next job as a leader is to help your team members grow stretch and reach their full potential oh let me pause right here for one second did y'all know that we topped out at 102 this past weekend the weekend of the May 20th 2024 our podcast actually reached at 1 Point 102 in the entire country United States I I said the world a couple of times but I was just excited I think the Apple podcast rating is in the US so in the US we have the 102nd ranked at one point a podcast so we fluctuate between 102 and 160 just kind

of depending on the podcast we don't post regularly because we want to make sure that the information that we have is is impactful and two this podcasting thing is like a hobby of mine um that adds value to our company sips consults or AKA sips Healthcare Solutions which is a Consulting advisory and staffing company within the healthc care space this is just our extended voice place where people can come and get the training that they need or here on what we're doing to develop our leaders in ways that can be applied wherever you are no matter the industry so we were 10 and2 so whatever you're doing the rankings the the watches the shares please keep sharing it out as we keep growing and expanding our leadership because leadership is a People to People sport a heart-to- heart we want to make sure that people are leading with their heart and not this cold corporate mess that has been created to be a norm that burns a lot of

people out and lets them feel makes them feel like they're not worthy so I want to thank you guys for supporting the pi class and let's keep building let's keep growing and let's keep inspiring cuz y'all are the change makers whether you realize it or not you are a change maker if you listening to this podcast bread to lead if you're participating in our community listen you are a change maker and let's make sure that we keep doing that so remember go to Amazon people first results second by Dr J tell Jacobs go ahead and get that newest book it's officially going to be publicly launched in June the first week of June My birthday month uh but on this podcast if you are listening you can go ahead and get that book now and I would actually recommend that you get it for you and your team or you and somebody that you want to actually start having that conversation with how can we become better leaders because it's the leaders

that change the world okay and uh so yeah yeah listen we we we're talking about developing and empowering your team this is what separates good leaders from great ones good leaders focus on getting results through their own heroic efforts great leaders focus on getting results by empowering others to be heroes they understand that their success as a leader is directly tied to the success and growth of their team and in today's fast-paced everchanging business environment this couldn't be more important the challenges we Face are too complex the stakeholders we serve are too diverse and the pace of change is too rapid for any one leader to have all the answers the only way to thrive Amit this complexity is to harness the full intelligence creativity and passion of your people but here's the thing empowering your team isn't about abdicating your responsibilities as a leader or letting people run a mock

without accountability it's about creating the conditions that allow them to take ownership make decisions and do their best work within the appropriate guard rails and expectations it's about developing their competence and confidence to handle more complexity and ambiguity over time so how do you do this how do you develop your team members skills and Leadership capacity how do you give them autonomy while still providing them guidance and support how do you know when to step in and when to step back these are all the questions that we're going to explore today drawing on Decades of research and human motivation adult development High performing teams I'll share stories and examples from my own leadership Journey as well as insights from some of the world's top thought leaders and practitioners in this space we'll start with one of the most robust and practical Frameworks I found for understanding what drives human

motivation in performance self-determination theory developed by psychologist Edward DC DEC I in Richard Ryan self-determination Theory suggests that all human beings have three core psychological needs the first one is autonomy the need to feel a sense of choice and ownership over our actions second is competence the need to feel capable and effective in what we do the third is relatedness the need to feel connected to and cared for uh by others when these needs are met we tend to feel more energized engaged and self-motivated in our work in lives we're most likely to take initiative persist through challenges and perform at our best in contrast when these needs are thed we tend to be or feel more controlled discouraged or disengaged where we're more likely to just go through the motions or do the bare minimum just to get by as a leader your goal is to create the conditions that allow your team members to

experience autonomy develop competence and feel a sense of relatedness or belonging this is the essence of empowering leadership giving people the freedom skills and support to step into their full potential so let's break down each of these needs and what it looks like to nurture them in your day-to-day leadership autonomy autonomy is the need to fill a sense of choice and ownership over our actions when we feel autonomous we feel like the origin or source of our Behavior rather than just being a pond being controlled by external forces we feel trusted to make decisions try new approaches and learn from both successes and failures to support your team's autonomy look for opportunities to give them meaningful choices and involve them in decisions that affect their work this could could be as simple as letting them decide how to run a meeting or prioritize their task list for the week or it could be as significant as

inviting them to co-create the strategy and success metrics for a new project or initiative the key is to give them real ownership and decision-making power within appropriate boundaries and expectations this doesn't mean letting them do whatever they want without accountability but it does mean resisting the urge to micro manage or constantly override their judgment it means being clear about the outcomes you're aiming for but giving them space to chart their own path to get there for an example one leader I coached was struggling with a team member who kept missing deadlines and turning in subpar work his initial Instinct was to crack down and monitor her every move but when he reflected on it through the lens of autonomy he realized he' been giving her very little context or choice in her assignments so instead he sat her down and said Hey listen I've noticed that you seem to be struggling to meet the

expectations for your work lately and I'm wondering if I've been too prescriptive in my Approach and not giving you enough ownership what do you think is going on and how can I support you being more successful just just asking the right type of question and not coming down this opened up an honest conversation where team members shared or the team member shared that she felt micromanaged and unclear on how her work fit into the bigger picture together they identified some areas where she could take on more decision-making Authority as well as some guard rails and checkpoints to ensure accountability they also agreed on weekly one-on-one meetings to provide context remove obstacles and monitor progress over time this approach not only improved her performance but also her engagement in leadership capacity she felt trusted to use her judgment and learn from her mistakes while still having the support and guidance she

needed in the leader was able to step back and focus on more strategic priorities knowing that she had the autonomy to handle her responsibilities effectively now of course autonomy doesn't mean leaving your people to offend for themselves change makers or setting them up to fail as a leader you still need to provide necessary resources information development training opportunities for your team to be successful you need to be available to offer guidance and course correct when needed but the more you can give them ownership and involve them in the process the more motivated and capable they'll become over time the second thing is competence so the first one was autonomy now we're on competence write that down competence competence is the need to feel capable and effective in what we do when we feel competent we feel like we have the skills and abilities to navigate challenges and make meaningful progress we feel a sense

of growth and Mastery that fuels our intrinsic motivation to keep learning and improving to develop your team's competence look for opportunities to stretch them beyond their current capabilities and provide the support they need to rise to the challenge this could involve giving them a project or a role that slightly that's slightly beyond their skill level and then breaking it down into manageable chunks and Milestones it could involve pairing them with a more experienced peer or Mentor who can coach them through the learning curve or it can involve investing in formal training and development programs to build specific skills and knowledge the key is to strike a balance between Challenge and support you want to push your team members outside the comfort zone but not so far that they become overwhelmed or discouraged you want to provide guidance and feedback along the way but not so much that you're robbing them of the

opportunity to figure themselves out for themselves it's a delicate dance it takes to baby it takes two baby me and you it takes two this delicate dance requires you to continuously calibrate based on each person's needs and Readiness one tool that I found to be helpful for this is situational is the situational Leadership Model developed by Ken Blanchard I believe and Paul Hershey Ken Blanchard and Paul Hershey created the situational Leadership Model the model suggest that your leadership style should adapt based on the competence and the commitment of the person that you're leading leading on a given task or a goal for an example if someone is new right to a task and feeling uncertain you might need to provide more a more directive guidance and Hands-On approach this is what we this is what and model is called the S1 or telling leadership style but as they start to develop competence and confidence you gradually

want to shift more to the S2 or selling style where you're still providing guidance but also encouraging them to take more ownership and as they become even more capable and self-motivated you can now move to an S3 or participating style where you're more of a collaborator and a thought leader finally when they reach a high level of competi and commitment you can adopt the S4 or the delegating style where you're empowering them to take lead and make decisions with the minimal supervision what I call what I typically say I say listen you cannot delegate until you duplicate and regulate so you teach them how to regulate their role then you teach them how to duplicate themselves from the role then you teach them how to delegate the role and then you'll have a role that's automated okay so the beauty of this model is that it recognized is the leadership that leadership is not a one-size fitall what works for one

person in one situation might not work for another it and what works for someone today might not work for them six months from now and as they grow and develop you have to change one of the biggest nomenclatures that I always say is when facts change so do I and the issue that I see a lot of people in leadership is well this work is always work is going to work no when facts change when the information change the quality of the person change when the environment changes when Society changes when the type of team members that I have change I have to change as well to grow and develop as a leader your job as a leader is to continuously diagnose where each team member is at on the competence commitment spectrum and adapt your approach accordingly now of course developing competence takes time patience and investment it means being willing to slow down and let your team members make mistakes and learn from

them rather than always jumping in with the answers hello somebody it means setting aside your own ego and realizing that your job is not to be the smartest person in a room but to help everyone else get smarter it means celebrating progress and effort not just results knowing that growth is often a messy and nonlinear process I hope y'all are getting this change makers if you just adapt this information go back over and listen you're going to find that a lot of us have actually been stagnant leaders and that's why our organizations are typically stagnant but when we when you get it right and the payoff is huge you end up with a team of confident capable people who are energized by Challenge and learning you free yourself up to focus on higher level strategy and vision rather than getting bogged down in the day-to-day and you create a virtuous cycle of development where your initial investment in your team's growth

begins to pay dividends for years to come how you invest will be what you get passably within your organization I'm telling you this right now now the third one is relat okay that re that relativity uh the relatedness is the need to feel connected to and cared for by others that's the third one when we feel a sense of belonging and interpersonal support we're more likely to feel safe and take risk ask for help it brings our whole selves to work where more we're more likely to go above and beyond for our teammates and Find meaning and purpose in our Collective efforts to to Foster relatedness on your team look for opportunities to strengthen the human bonds and show genuine care for your people Beyond just their work output this could be as simple as starting your 101s with a check-in like listen how you doing personally sending a thoughtful note on the work anniversary it could be as involved as planning regular team

building activities and Retreats to deepen relationships and Trust connecting with them with their spouses because they're humans they deal with life every single day and to only segate them segment them to or work with them or build relationships within the organization or within the company that you're in you're not ever going to get the full capability of that person the key is to create a team culture where people feel SE valued and invested in as a whole human being not just a cog and a machine where they feel safe to be vulnerable and authentic knowing that they'll be met with empathy and understanding and where they feel a sense of shared identity and purpose that transcends any one project or goal one of the most powerful ways to build relatedness is simply through your own modeling and behavior as a leader when you show up with vulnerability curiosity and a care in your own interactions it sets the tone for

everyone else to do the same when you prioritize relationships and take the time to really know and appreciate your team members it communicates that people matter more than just transactions or outputs for an example one leader that I work with made it a practice to start every team meeting with a brief proud moment where each person shares something that they were personally proud of from the past week week whether work rated or not this simple ritual not only helped people feel seen and appreciated but it also normalized talking about life beyond just work and created a more empathetic and a higher connection with everyone with the team another leader our coach made it a priority to Reg to regularly skip level meetings in lunches I'm sorry to have I said regularly skip I'm sorry to regularly have lunch meetings and lunches with employees that are two or two or three levels below her just to

get to know them in their aspirations so that she knew exactly how to cultivate them in a way based on what they want Okay this not only helped the individuals feel valued and invested in but it also sent a powerful message to the rest of the organization about the importance of caring for and growing your people y'all people development and leadership development it's like gardening okay once you put them in soil you got to water them give them a little sunshine sunshine and Rain you got to give them all and and guess what building relatedness doesn't mean that they'll become your best friends with your team blurring the professional boundaries but it does mean a shying away from what used to be considered inappropriate having a regular conversation with a human being is okay but it doesn't it also doesn't mean shying away from tough conversations or holding people accountable for their performance and

behavior it means leading with empathy compassion genuine interest for the human behind the job title it means giving people a psychologically safe and emotionally connected environment that allows for them to see the opportunity more than just the opportunity but a chance for them to grow as human beings in the world that we live in now now this concept is based on the self-determination Theory autonomy competence and relatedness and as a leader your job is to intentionally nurture all three in your day-to-day interactions and team environment when you do this consistently and authentically amazing things will continue to happen people will take more ownership in initiative rather than waiting to be told what to do they will stretch themselves and develop new skills rather than stag stagnating themselves to their comfort zones they'll collaborate and support each other through thick and thin rather than

competing or undermining and they'll bring more creativity and passion to the table versus waiting for you to give them another check in order for them to grow and expand but here's the thing developing and empowering your team is not a one-time event or a box to check it's an ongoing practice in a way of being a leader it requires you to be continuously reflective of how you're showing up and how you're impacting others it requires for you to be patient persistent and willing to adap adapt your approach based on each person's unique needs and growth the journey listen leadership is not a position that you hold it is a calling that you accept you hear me leadership is not a position that you hold but a calling that you accept to empower others to step up in leading uh means that you it doesn't mean that you lose power of control it means that you give them access to take control and power of their own

responsibilities within your organizations but here's the do all I'm also going to tell you this it's hard it is hard it takes maturity it takes patience it takes you looking at people for who they could be not where they are okay but when you think about the impact that you can make on one person that they can become autonomous they can become competent uh you teach them that connectivity matters you're going to be creating change agents that you have no idea that will run through a brick wall in no blood will be spattered on them because of one simple thing you taught them how to be great the Beauty and the Paradox of a leadership is the passion and pain that you both have pain and pleasure that that that you get from being able to groom somebody to becoming an amazing person and when you take time to truly develop people and get past whatever their feelings or emotions are that trust that you have with them them

being able to trust the fact that you're going to do right by them by their performance by their ability I'm telling you you're going to develop high performance your organization is going to look great it's going great that's going to be amazing so before we end I want you to reflect on a couple of things where are you giving your team true autonomy to make decisions and own their outcomes where might you be micromanaging or overfunctioning how are you stretching them and supporting them to grow beyond their current competence what new challenges or development opportunities can you give them how are you supporting that stretching with training development mentorship and other things that are outside of your organization that can provide support how are you fostering relatedness and PSY psychological safety for your team how well do you know and care for them as human beings not just employees what's

one conversation you can have one conversation that you can have or action that you can take this week to empower someone to step more fully into their potential and if you're not formally uh yet in a leadership role remember that you can still practice these skills and mindsets with your peers project teams and the other spheres of influence leadership is not just about a title or a position it's about the way that you show up and the impact that you have on others and developing and empowering the people around you is one of the most powerful ways to lead regardless of your role so keep honing this muscle with intention and heart keep looking for opportunities to Nature uh to nurture autonomy competence and relatedness in both big and small ways and keep believing in people's potential even when they sometimes stumble or disappoint you because that that belief is the spark that ignites their

intrinsic motivation and allows them to achieve things that you never and they never thought was possible your leadership matters more than you know and my deepest hope is that the that the insights and the stories I explore with you today will not only help you step up to becoming a powerful leader but you Empower others and you share this information you share this podcast you share this conversation that we're having with others so y'all can begin to figure out ways you can impact people in more ways you can imagine and as always I'm so grateful for you and the important work that you do if you found this episode valuable please share it with a friend or a colleague who could benefit from it and I'll love to hear from your own experiences and lessons learned about empowering your team drop me a line through the website bread lead.com or follow me on LinkedIn find Dr Jake Taylor Jacobs t a y l r on all

platforms specifically LinkedIn let's keep this conversation going let's support each other in this Wild Wonderful leadership journey and until next time Tage agents keep leading from Love and remember your greatest Legacy is the leaders that you leave behind not the money that's in your pocket this is Dr Jake Taylor Jacobs and this is Brad to Le share it explore it and I'll see you on the other side peace

Questions about this episode

What is discussed in "Developing and Empowering Your Team | Bred to Lead #007"?

In order: 0:00 SIPS Consults, SS Healthcare Solutions; 5:00 Autonomy, Competence, Relatedness, Richard Ryan; 10:00 Competence, Autonomy, Ken Blanchard, Situational Leadership; 15:00 Relatedness, Competence, Team Building; 20:00 Relatedness, Autonomy, Competence, Self-Determination Theory; 25:00 Autonomy, Competence, Relatedness.

What is mentioned in this YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw episode?

18 people, works and ideas are mentioned, including Competence, Autonomy, Relatedness, Self-Determination Theory, SIPS Consults, SS Healthcare Solutions. Each one on this page links to its own page with every episode that mentions it.

How long is "Developing and Empowering Your Team | Bred to Lead #007"?

The episode runs 27 min; the transcript is about 4,495 words in 28 timestamped sections.

More from YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw

About this transcript: the episode's spoken words as captioned on YouTube, split into timestamped sections. Reclip.Me locates every person, work and idea in the text, keeps the time it is first named, and quotes the words around it verbatim. Last updated November 19, 2025.