Transcript

Ep. 022 The Manager's Mindset Vs The Executives Edge: Making the Shift

From YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw · Episode page · Watch on YouTube

· 1 h · 8,064 words · 51 timestamped sections

This is the full, timestamped transcript of "Ep. 022 The Manager's Mindset Vs The Executives Edge: Making the Shift", an episode of YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw published November 6, 2024 (1 h, about 8,064 words). It mentions 16 people, works and ideas, including Bread to Lead, Leadership Development, Bridge Builder, Black Book Market Research, Healthcare Leadership.

What is discussed, and when

  1. – 10:00: Bread to Lead, Bread to Lead, Bridge Builder, Healthcare Leadership
  2. – 30:00: Bread to Lead, Bread to Lead, Leadership Development, You're Not a CEO Yet
  3. – 40:00: Clarence David
  4. – 50:00: Leadership Development, Strategic Leadership
  5. – 1:00:00: Bread to Lead, Bread to Lead, Executive Edge, Executive Edge

Notable quotes from "Ep. 022 The Manager's Mindset Vs The Executives Edge: Making the Shift"

  • Listeners like you bridge Builders if you haven't already grab a copy of my book bread to lead on Amazon it's packed with strategies to elevate your leadership game if you got…
    about Bread to Lead · at
  • Distinction is everything and before I even tap into this episode I have to explain what a bridge builder is when we think about leadership right we often only think about…
    about Bridge Builder · at
  • Make that shift into being an executive and most of the time it's because of the lack of leadership development and often times when I'm when I'm talking to we're going to…
    about Leadership Development · at
  • Step you learn how to be a CEO by mastering every level of every step that's why I wrote this book you're not a CEO yet that's why I wrote this book bread to lead how can you run an entire organization when you can't think past.
    about You're Not a CEO Yet · at
  • Doesn't and the perfect example I love to give is the example of King David in scripture King David was told that what between 8 and 11 when he was just David that he would be king one.
    about Clarence David · at
  • That will be affected to ensure that they can handle the changes that we're doing that's strategic leadership I hear a lot of leaders say it takes so long for my leadership to make a decision it takes so long for my.
    about Strategic Leadership · at
  • Healthcare.com SLS Sumit we're having a free Leadership Summit called the executive Edge and this free Master Class you'll be learning how to unlock influence by understanding the business leadership skills to gain Buy in from.
    about Executive Edge · at
  • With bread to lead the COO of sips healthc Care Solutions ranked number one provider for sterile processing and perod operative Service Solutions in the entire country by blackbook market research I hope that you share this information.
    about Sterile Processing · at

Who and what is mentioned in this episode?

People

Books & papers

Companies & orgs

Products & tech

  • Executive Edge — Product · 1 mention · first at
    Healthcare.com SLS Sumit we're having a free Leadership Summit called the executive Edge and this free Master Class you'll be learning how to unlock influence by understanding the business leadership skills to gain Buy in from.

Concepts & topics

Sponsors

  • Bread to Lead — Sponsor · 7 mentions · first at
    Listeners like you bridge Builders if you haven't already grab a copy of my book bread to lead on Amazon it's packed with strategies to elevate your leadership game if you got…
  • Executive Edge — Sponsor · 1 mention · first at
  • ATS Healthcare Solutions — Sponsor · 1 mention

Full transcript with timestamps

welcome back bridge Builders to bread to Le the podcast transforming Healthcare leadership I'm your host Dr Jake Taylor Jacobs and I'm three of that you're here we're currently ranked as the 30th top business and Leadership podcast Nationwide and it's all thanks to listeners like you bridge Builders if you haven't already grab a copy of my book bread to lead on Amazon it's packed with strategies to elevate your leadership game if you got questions or ideas for the show visit us at breadt lead.com now what are you waiting for let's dive what's going on bridge Builders let's Dive In This is actually if you are on LinkedIn or you are on YouTube right now you will know that I am live and I'm live for the first time uh in bread to lead history historically when I did my podcast in the past I always did live podcast um the biggest reason why I didn't start this podcast live was because I was playing with exactly how we wanted to

build this podcast yes I'm extremely excited that we are uh actually and I showed this screen up right here we are the number 34 business and Leadership podcast in the country um if you look at the Top If you're looking at the live video you will see our charts on podcast uh for Apple so I'm excited about that but most importantly I'm excited exited that people are literally listening to this podcast Brad to lead and they're getting better uh they're sharing this information with their team their upline they're um challenging themselves to get better they're challenging themselves to be better but most importantly this podcast was created to be like a class not an entertainment podcast I believe that we have enough entertainment podcast out here in the world but what I don't see are enough podcasts that are actually teaching us actionable steps so every single week I write up a training

so that you can be able to take this information and actually apply so if you are watching us live right now this is the 22th episode and we're on YouTube and on LinkedIn I don't know if this will be a concurrent thing however what I will tell you is that if the feedback is good and people love seeing the live interaction of the show I will continue it and if not uh we'll go back to being unseen but just heard in the podcast land so if you're new to this you know that it this is considered a pi class and so with that being said we have to also consider the fact that um when you're taking notes you're going to be taking notes on in areas that I think are big um points to make things for you to think about um but most importantly what I want you to focus on is simply um getting this information and not only listening to it but putting it into action you got me let's get it so today uh we're diving into a

distinction that can make or break your leadership journey and it's the difference between managing day-to-day operations and overseeing them now I know what you might be thinking Dr Jake isn't that semantics like like isn't managing overseeing and overseeing managing but I promise you bridge Builders the distinction is everything and before I even tap into this episode I have to explain what a bridge builder is when we think about leadership right we we often only think about leadership from in most cases from the stage right when we talk about leadership from the stage we're talking about people that are great with the philosophies of books they can speak from a stage but when they're in their organizations when they're doing the daytoday they don't act what they teach oh I'm talking about I am teaching today and the episode hasn't even started when I say they don't Implement what they teach

I'm simply saying they're not Building Bridges when you think about leadership in your mind I want you to ask yourself as a leader am I building a bridge bridge that the person that's on the other side of this seat that they're looking or communicating with me am I building a bridge where they feel like it's safe to cross and communicate with me and and talk through hard issues with me or am I building something that creates a wall of in a separation between me and my team and often times the way that we communicate the way that we Act the way that we behave we're not Building Bridges with our organization and the people that are in our organization we're actually being a deterrent we're creating walls and obstacles that stop people from believing in us that stop people from communicating with us because most of us we love the books and the theories of leadership but not the Bridge Building

hard back aing work that it takes to truly Be an Effective leader and these are the things and the elements that we must break if we Tru want to become bread to lead it's extremely important that we understand that the key to leadership is building a bridge that people feel safe and comfortable with not only you leading them but in communicating with you that so that you can lead them to where they want to go so that's why I call every single person that's a part of this podcast a bridge builder because every single day you're either building a bridge or tearing one down and if you're tearing down bridges of communication you're tearing down bu bridges of of trust you're tearing down a bridges of confidentiality uh with your gossiping you're tearing down bridges of connectivity you're tearing down bridges of building people up you're going to find yourself siloed in a space where not only are you not even

leading yourself you're you're absolutely not leading other people so that's why I call you bridge builder so if you hear me calling you a bridge builder I'm speaking life into your ability to create bridges that last not burn bridges down when things don't go your way got it so and I've seen countless talented managers hit a ceiling in their careers because they couldn't make the crucial shift from being an excellent manager daytoday and becoming an executive there's a shift that happens and the day-to-day manager is hard for them to make that shift into being an executive and most of the time it's because of the lack of leadership development and often times when I'm when I'm talking to we're going to hospitals or I'm talking to other clients the biggest thing that I always typically kind of see especially um amongst day-to-day managing uh operators the very thing that they say when they're frustrated with their

Executives is simply I'm doing all the work I'm doing all the work they're not doing anything I'm here dayto day I'm operating dayto day they're not doing anything I can do their job and this is where we're not building a bridge we're burning one down and I'm hearing this often between Executives to managers managers to Executives and this is where the bottlenecks happen and a large part of this is because neither party understands the full role of the other once you transition to an executive role it is not your job it shouldn't be your job to do daytoday managerial oper um um running day-to-day managerial uh operations and as a manager it is not your job to strategically think like an executive both have roades that are important one is more handson with the day-to-day operations and the other talks about the Strategic growth of the overall overarching organization and we're going to talk about that today in

the podcast all right so they don't understand the difference and there's a struggle usually from managers up not necessarily Executives down usually people that become a strong executive understood what it took to be a manager and there are levels to it you have your you have your your technicians you have your subject matter experts you have your supervisors your team leads you have your your project managers you have your managers then you have your senior managers and then you have you know your middle managers your senior man it goes all the way up but we don't understand the confines of leadership in all of its capacity which is why we battle back and forth so I'm going to explain to you about how fundamentally the mindsets and the skill sets are different what I did as a tactician meaning what I did doing the role every day when I wasn't in a leadership role I was a specialist at doing the thing then

when I became a supervisor or a manager I was managing people's tasks but when I go up to an executive as a leader I can no longer manage people's tasks I can only manage how people are leading people that are doing the tasks so the higher you grow up in your organization whether you're are running your company yourself or you're running a business in a company both are synonymous both are the same here's why and then I'll go into the story because when I first started off running my companies okay I did everything it was a oneman band I was the specialist as I built my team I went from being a specialist to being a supervisor meaning I did half my time I was in the field working with my staff the other half I was managing the work that they did then I went from a supervisor to a manager meaning I begin to oversee my supervisor that was a half hybrid half doing the work half overseeing then my tactician

my Specialists my agents or my team they were down there actually executing and then the more our organization grew the higher my promotional track became so even if you're running your own company climbing the corporate ladder is the same exact structure as climbing the corporate ladder Within a company that's already existing so when we're talking about this Evolution or the elevation of going from tactician or specialist to an executive there are different mindsets that are needed at every aspect you cannot expect to do as an executive the same thing that you were doing as a tactician or as a techn or as a technician or a specialist at what you did and you cannot expect your leadership to do the same things that you're doing this is when you typically start to see organizations begin to beef and fight when there is no clear understanding of roles and responsibilities as you're growing your

organization so I'm going to share with you a quick story that's going to illustrate this perfectly um I worked with the leader um let's caller Sarah who was promoted from a successful management role to an executive position she had been an exceptional manager known for her attention to detail and Hands-On approach her team consistently hit their targets and she could troubleshoot any problem that came up but three months into her executive role she was drowning remember she went from manager to executive and this is typically what happens you'll get an amazing amazingly talented manager that's great at day-to- day they get the promotion to an executive role and there's a huge learning curve because the skill sets that are needed to be a senior level executive are not the skill sets that you that that are needed to be a good manager two total different skill sets and if I was being a manager and I was

criticizing my executive leadership versus learning the skill sets needed by the time I promote it I promote it into a position underdeveloped and there are so many organizations especially in healthcare where because somebody was good at the thing they think that they're going to be good at the promotion at the promoted thing and the issue with getting promoted at the promoted thing is simply you're underdeveloped so what Sarah was dealing with she was great a great manager but three months into her executive role she was drowning she was working longer hours than ever her stress levels were through the roof and despite all her effort things were starting to slip through the cracks what was the problem she was still trying to manage rather than oversee this is a crucial distinction that we need to understand and we're going to break down the key differences between managing and overseeing

day-to-day operations youall ready take your notes down get your pen out if you're watching us live please please please um take out your notes and your pad if you are enjoying what you are seeing I want you to put into the chat put into the chat put into the chat put into the chat that you can see me you're enjoying the conversation I'm seeing comments right here I'm loving it I'm loving it I haven't been live in a minute so I'm extremely excited about being back live um here so so so we're going to talk about this take the notes the first thing to note is the difference in scope of responsibility in Focus okay when you're managing day-to-day operations you're in the trenches you're the person making sure every gear in the machine is turning smoothly you're focus on the how and the what how are we going to meet today's deadlines what resources do we need to allocate how do we fix this immediate

problem what does each team member need to succeed today and the thing is when you are a manager most cases you cannot see past what you're managing oh Dr Jake what are you talking about today in most cases it is hard for a manager to see the full scope of the entire organization this is usually why when you're looking at an organization per se right let's say you're looking to get budgets approved or you're looking for your upline to back you or you're looking to get funding whatever the case is this is what you're looking for in most cases most managers cannot tell you especially in healthcare where we're in most managers cannot tell you the problems within the entire Healthcare system that they're in the hospital system most managers cannot tell you what's happening across the entire organization so when you're looking to try to get things approved without taking into account what the entire

organization is dealing with that's why you're getting push back that's why it's not working that's why it's hard for you to break through this ceiling because you're only concerned with your day shift or your night shift as a manager and you're not concerned with the overarching effects that any one decision any bad day any mismanagement or resources how it can affect the entire organization as it stands most of us are we it's hard for us to deal with that and so when I'm looking at a manager who's complaining about an executive complaining about not being heard not being seen not being felt not being understood and I hear how they communicate to the executive that's usually the where the problem is because the manager hasn't taken into account that the senior level executive is not just thinking about your department or your role or your feelings or your emotions that senior level executive is

thinking about multiple departments in every single person guess what their issues are the most important every single Department guess what thinks that their department is the most important of the entire organization so as an executive you have to ask yourself what is the best use for these resources and can I trust this manager with it so when I'm growing and I'm excelling or I'm expanding past team lead to supervisor from supervisor to manager these are all things I must take into account as I'm growing and I'm developing then when you're transitioning from a a manager day-to-day manager to overseeing operations multiple departments in entire department not just a shift see there's a difference between being a shift manager and a director over the entire department regardless of the shift your shift of your Focus changes entirely you're no longer in the trenches of the daytoday you're in the

command center you're focused on the why and the where as a manager you're focused on the how and the what what needs to get done and how we're going to get it done as an executive you're focusing on the why is it important for it to get done when should it get done and where are we going to find the resources and the talent and the people to ensure that when we start this thing we can finish this thing these are the things that we must focus on and and and as a as an executive making that transition as an executive matter of fact I wrote a book from founder to CEO is actually entitled your not a CEO yet and it's talking about the transition for those that are business owners of transitions from founder to an executive and it's the same thing as manager to Executive as a Founder you focus on just the everyday things that are important to you that's like a manager but transitioning to an

executive you have to be Forward Thinking in every decision that you make not just trying to get an issue done today so for an example if you're a manager you're a leader and you're talking to your upline and you want them to approve a budget you're talking about how it's important for your organization to get this funding for whatever the technology advancement that you want but you never took into consideration where is the hospital or where is the company going to get the resources to fulfill that need and is that need of yours truly important or is it something that it's a it's a it's a it's not a necessity but it's a a Leisure item that you would love to have but you don't really need it this is the difference between a manager's mindset in an executive's mindset so when we're thinking like an executive you're not thinking about how we're going to meet today's deadline you're thinking about why are we

approaching operations this way where do we need to be 6 months from now why are we seeing reoccurring issues in certain areas where should we be investing our resources for long-term success as a manager you're worried about day-to-day survival as an executive you were in about tomorrow's survival this is the difference as we're dealing with organizations that need to see developmental change within their within their within their um within their businesses and with within their organization I tell anybody this you may not own the company but if you're running that department it is your business if you're running that department it is your business if you're a manager in a department it is your business and how you run your business would determine what your future will be how you run your business would determine what your future will be and a lot of You are So Thirsty to want to start a company that you don't realize

that you're working in a company that's paying training you they're paying you to learn skills that will allow for you one day if it is your passion to have enough money to have enough resources to have enough skills to successfully run a business or an organization and I talk about this all the time I talked about this in the last episode a lot of us are so eager for a promotion we never master the skills needed for it a lot of us are so eager for a promotion that we never master the skills that I needed for it never you do just enough to get seen to get promoted if you don't get promoted what do you do you find a new company you do the same thing and then what happens you leave and then before you know it every two or three years you're moving organizations chasing money but never mastering a skill then when you feel like you're Tapped Out you start your own company and you struggle there but when you look at statistics

statistics show us that those who grow in an organization more than 10 years and grow organically climb the ladder that start an organization or a company of their own have an 86% chance of succeeding more than people that do not then people that do not learn the skills themselves do you know how many people I know that have started companies before the pandemic during the pandemic after the pandemic that's struggling because they never learned how to actually run an organization run a budget run resources you'll see managers kind of talking and saying I know we I know we get 10 million a year why I can't get $1,000 and not understanding business fundamentals just because the company made it doesn't mean the company has it you have to keep money in a reserve for lawsuits you have to keep money in a reserve for chargebacks or or or whatever you got to keep money in the reserve for taxes you

got to keep money in the reserve fors benefits you got to keep money in the reserve for workers comp you got to keep money in the reserve there's so many reasons why your money you have to pay staff you have to pay cost of goods you have to pay for travel you have to pay for stay you have to pay for hotels you have to pay for insurance benefits 41k matches so yes I know when you're looking you're looking at a budget you want to get paid more you want to get these things without taking into account the cost this is why managers that jump to Executive whether it's of your own company or within a company this is why you struggle because we think that in business it's linear we receive the money the money can be spent anyway we should get paid more in our department how are you going to get paid more in your department when your Department's over budget $4 million every year where's the money coming from

matter of fact it's over budget so much that we have to take money from profitable departments just to sustain yours but you're asking for more money because you had what 10 year here because you've been here a long time but you haven't mastered any skills you deserve what we're going to dive deeper into this more this information when we come back from break but here's the thing I want you to take as we take this quick short break I want you to think about how much further could you have gotten in your career if you focused on Mastery more than

promotion everyone wants to be the boss right but who's learning how to be a CEO you learn how to be a CEO by mastering every level and every step you learn how to be a CEO by mastering every level of every step that's why I wrote this book you're not a CEO yet that's why I wrote this book bread to lead how can you run an entire organization when you can't think past yourself and these are why there are so many small businesses right now that can't grow past where they are there are so many small businesses right now you're making six seven figures a year and it looks appealing but your stress past your imagination barely getting by because we're running businesses like managers not like executives this is the thing we have to think about let's cut to the break are you ready to transform your leadership Journey get my book gr to lead on Amazon now in it you'll discover the proven Frameworks and strategies

I've used to help leaders across Industries Master each phase of their leadership development don't just lead be Brad to lead get your copy today on Amazon go and get the copy of bread Toad on Amazon right now if you can this is the first step this is the first step of becoming great I I hear uh Charlie said this in the comments hey Charlie Charlie said this in the comp uh in the comments this country teaches us how to be employees I beg to differ I think this company does this country does an amazing job actually teaching us how to be great bosses how to be great leaders how to be great Executives why you can't lead if you've never been good at following how can you be a great leader and you never been good at following how can you be a great number one when you have never been a great number too how can you be grateful for a role if you never had to serve the role as a subordinate this is the issue that we're

dealing with all across the country everyone wants to be the leader and no one wants to be the learner and we talk about the confines of schooling certifications and education school is only for one purpose one to teach you how to learn two to teach you how to research three to teach you how to be resourceful in for to teach you the basics of the game that you're getting

in that's the four reasons there's four things that education supposed to teach you it is up to you to take what you've learned onto the job into a career and master these steps along the way you know your deficiencies your job doesn't and the perfect example I love to give is the example of King David in scripture King David was told that what between 8 and 11 when he was just David that he would be king one day if you listen to this podcast you know I love this story King David was told that he would be king one day at 8 and 111 do you think that he was ready to be king at 8 and 111 the answer is no he was a sheep herder and a harp player see what David learned when other people made fun of him as a sheep herder well back in those times a sheep herder was the one managing the family's resources because cattle sheep was the primary source of currency it was the primary source of currency so that meant that Jake that

that David had to learn how to manage protect and to provide for and grow multiply is resources protecting the Sheep feeding the Sheep growing the Sheep breeding the Sheep learning how to allocate and protect your resources from risk and the beauty about it being a sheep is that sheep are historically known to be the dumbest animals on planet

Earth and they go anywhere else if not attended to well what was the lesson that needed to be learned what you do not tend to your resources will go to your resources goes where you're tending if you're not paying them any mind your resources won't pay you any mind before you know you'll be over budgeted out without money anything the second thing so he had to learn the resources why to be a great king being resourceful managing resources is a skill set needed so while those saw David as the lowest on the totem pole what they did not take into account was how well he had gotten at managing important resources the second job he got was being at heart player he was asked to go and sit and play music for the current King of the day so not only did he get to sit and play music for the current King of the day he got to observe how the courts worked he got to understand the anxiety and the pain that comes with running a

kingdom from being a heart player what do you mean Dr Jake he learned the importance of meditation in controlling his emotions so when people's like oh he's just the musician no he was The Observer of the Kingdom before he sat in the seat so the first thing he did was what he learned how to manage and and and and and control his resources with the Sheep hurting the second thing he mastered controlling his anxiety through music what's the third thing he learned how to take what he's learned by protecting his resources and in turn turned that into protecting the kingdom Jake what do you mean he became the best warrior that led the Israel army how can you be a king if you don't know how to control your emotions you don't know how to you don't know how to manage resources and protect them and you don't know how to protect those that are easily LED astray and need protection see the sheeps the Sheep was teaching him how to

protect those who cannot protect themselves so then when by the time he became a king he knew how to protect those who cannot protect themselves who every day go out there and do crazy things and you as the leader have to create boundaries to protect them from themselves so yes as you're growing as a leader within your organ ganization every single skill every responsibility it is your job no one else's to master the needed skills versus just thinking about paying the bills because mastering the skills elevates you paying the bills keeps you stagnant I want to master the skills why because when I master the skills I'm inevitably going to make money but if I'm only making decisions based on what pays me the most at the time you're going to find out that that short those short-sighted moves are actually what keeps you stagnant for the entirety of your career this is what we're talking about on

bread to Le and I want to and I and I and I want to and I want to for the sake of the podcast I want to get back to the point the first point that we made we made scope of responsibility and focus I got to understand the difference now we're talking about the problem solving approaches the difference between managers and Executives as a manager you're the primary Problem Solver your team comes with you with issues you're expected to have answers your success is often measured by how quickly and effectively you can resolve day-to-day fires and challenges but as an executive overseeing operations your role in problem solving changes dramatically instead of solving problems directly you should be creating systems that prevent problems the manager deals with the problem daily reports the problem up to the executive the executives creates parameters to ensure that that problem doesn't happen again

but they don't deal with it daily do you know how many managers I hear and I talk to that say oh the executive isn't down here solving these problems I am I can do a better job than them that's not the executive's job your job as a manager to put out fires every day my job as an executive is to ensure that that same Fire doesn't happen again within policies procedures and systems number two two the difference in problem solving developing your managers problem solving capabilities see as a manager your job is to solve problems as an executive my job is to develop your ability to solve more problems expanding your ability that's my job as an executive your job as a manager is to actually solve the problem in many organizations you see a lot of managers are upset because their Executives aren't solving a problem if you can't solve the problem you're the wrong manager for the

position the next thing when it comes to problem solving that's different from managers that executives do the executive's job is to identify patterns that indicate systemic issues not just in your organization as a manager you only focus on your day-to-day op uh um operations running your department as an executive I'm worried about day-to-day operations of all departments that I'm overseeing and I have to ensure that they communicate and work together so if I see a pattern of you running your department saying I want to run my department my way so you create policies and procedures that do not flow with the Department that depends on communication from you that creates a systemic issue so I as an executive would tell you you need to come to me to approve any changes first you as a manager if you're only thinking like a manager will say every time I do something you're stifling me no the

executive saying every time you do something you're stifling the organization because you don't want to communicate with everybody because you want the credit and you don't want collaboration that's the cause and effect of the organization and the scariest thing is that in healthcare oh that happens all the time you get a hot shot that becomes a manager that wants to change everything because of what their old organization did without communicating with any other departments that need that collaboration from unit to unit Department to department and because you're so caught up in your own you change it say you make the department better but the other departments aren't at the same Pace you hurt the entire organization now just to have your department stand out and the moment the organization is hurt eventually your department will be hurt that's why as a manager you must start thinking like an

executive because the moment you start thinking like an executive the moment you'll realize that every action has an opposite either positive or negative reaction so I have to ensure that as I'm making changes I'm including all stakeholders holders from departments that will be affected to ensure that they can handle the changes that we're doing that's strategic leadership I hear a lot of leaders say it takes so long for my leadership to make a decision it takes so long for my leadership team to make a decision you want to know why because they have to consider more than just your department they have to consider if they say yes to you what else does it affect and can the company actually handle those problems and issues I'mma share another story with you I worked with an organization where the operations manager was exceptional at putting out fires anytime there was a crisis he was there with a

solution the team loved him because they knew they can count on him to fix any problem but when he was promoted to operations executive this very strength became his greatest weakness he was still trying to be the hero who solved every problem and as a result his managers weren't developing their own problem solving skills he had no time to think strategically the organization wasn't learning from his mistakes because he always fixed it in systemic issues weren't being addressed so what we did we worked together to alter his approach instead of jumping to solve everyone else's problems he started asking his managers what do you think we should do what systems could prevent this from happening again how can we turn this challenge into an opportunity what resources do you think you need to handle similar situations in the future just with asking questions and getting managers to start thinking like

Executives the transformation was remarkable within months his managers were more confident problems were being solved at an appropriate level and he finally had time to FOC focus on strategic initiatives you see the difference he got into the executive role thinking like a new manager when actually by the time you even make it to a promotion for an executive role you should be thinking like an executive in developing Talent is a portion of that as an executive it is not your job to do it's your job to guide teach and coach others to do as a manager it is your job to focus on the day-to-day operations to ensure that your supervisor and team leads are ensuring that the tasks are getting done and technicians and Specialists it's their job to actually do the work and before you ask for a promotion you should already have about half of the skills needed for the next road if you're a technician or a

specialist you should already have half of the skill sets needed to team lead when you're a team leader you're on the field I like to liken it to a captain that's still playing the game yes you still have to do everything that the technicians and the specialist have to do however you're the coach in the field your job is to hold people accountable to doing their work every day in lead by example as a supervisor you're a player coach your job is to play it when people are short and Coach people up so you don't have to play it as much as a manager you're just the coach your job is to coach people motivate people push them hold them accountable put out fires to ensure productivity every day and as a executive director leveling up that's all you are you're the advisor you're the guide you're the GM like in sports you're finding the talent feeling the talent getting people paid advocating for resources these are the

things that you're doing when you're managing this is what you're focusing on daily production numbers weekly targets monthly quotas immediate customer satisfaction scores if you are a manager and you want to start thinking like an executive you must train your supervisors to think like you your supervisors must train their team leads to think like them your team leads must chain your specialist to think like them and your specialist should train your technicians to operate like them and your technicians to take the newbies to be become great technicians your entire organization should look like a full training development organization the entire way but when you're overseeing as an executive you're paying attention to quarterly Trends not day-to-day not day-to-day ups and downs annual growth patterns long-term Market positioning and future capability requirements that's what you should be

focusing on and if you can't we got work to do to help you get there we'll be back after this commercial Bridge Builders developing transformational leaders is crucial for the future of healthcare at simps Healthcare Solutions we offer comprehensive leadership development programs designed specifically for healthcare professionals from executive coaching to immersive workshops we can help you cultivate the transformational leadership skills your organization needs to thrive in today's complex Healthcare landscape visit sips healthcare.com to explore our leadership development offerings and take the first steps toward transforming your organization and we're back number four team development managers your job is to provide Hands-On training give immediate feedback coach through specific situations set individual goals you can't do those things if you're in a day-to-day every day if you're if you're the if you're

the working manager as an executive you focus more on creating leadership development Frameworks not training every day you're creating the framework here's an executive I like here's here's here's something that I typically would do within my organization as an executive I'll I'll I'll create the framework I'll even set the tone on a new system or approach and then I will put someone in place to actually run it all the way through my job is to set the frame work it's the managers and leaders job to operate it daily if you're in an organization where the managers are more concerned with what the executives are doing than executing their job guess what happens now you build an organization where the supervisor going to be worried about the manager and then the then the then the team leads going to be worried about the supervisor and then the Specialists are going to be worried about the team leads and then

the tech technicians are going to be worried about the specialist and before you know it you got an organization full of worry and nobody's doing their job effectively as an executive is your job to Mentor managers your meeting should be developing your managers building sucession plans creating a culture of continuous development and lastly when it comes to this let's talk about the difference between strategic flexibility as a manager you're working within processes and systems as an executive you're creating the processes in the

systems are your current processes serving long-term goals do we need fundamentally do we need to fundamentally change how we approach operations what capabilities do we need to build the future of success how do we need to evolve our operation our operating model managers when it comes to thinking about perspective on success and failure managers your perspective is did we hit our targets did we solve the the problems did we satisfy the customer did we complete the project on time Executives think are we building sustainable competitive Advantage are we developing the right capabilities are we positioned for future growth and are we creating lasting value this is what that transition looks like and if you want to transition from manager to Executive the right way you must first shift your time allocation spend less time on immediate issues allocate more time to strategically think create space for

developing others invest in building relationships across the organization some of y'all don't even know the leaders of the other departments that you communicate with daily number two you must develop your strategic muscle start thinking in terms of patterns rather than incidents you get so concerned with the person making the mistake and you don't realize it's a mistake that's being uh that's happening all across your department what is causing that mistake to happen regularly that's your focus not the person look for connections between seemingly unrelated issues consider the long-term implications of decisions practicing the bigger picture that's what you do as a number two the number two number three start your question set instead of asking start asking questions how do we fix this what are your thoughts who's responsible what's what's the immediate solution start asking what's the pattern

here how can we prevent this in the future what capabilities do we need to build how does this align with our strategy start building a leadership ecosystem it is it behooves me how many people go you promote up and end up working more you're more stressed your promotion why because many of us take to the manager's role the spirit of a technician and we take to the executive role the spirit of a manager that still has the spirit of a technician when in fact the higher you actually go in leadership the less active time you spend actually actively doing a task and the more time you spend strategically thinking about how to make the task more efficient you got to start developing your leadership ecosystem stop being the leader that's so scared that somebody's going to take your place I want to build a whole organization full of people that can take my place why because if I built 10 of me why would the organization ever

want me to leave but when I think in scarcity I'm not allowing myself to see opportunities if I build 10 of me in an organization how much daytoday work am I actually doing by the time you hit the executive role you should really be in passive income mode you're showing up going to the meetings going through the flow people giving you reports you got some ideas you're advising it's an advisory role the executive role is an advisory role not a task role unless you're rebuilding an organization from scratch but even still you start building levies the moment I got something under control I'm putting a manager and a leader in place and I'm removing my hand and I'm going to the next thing remember Bridge Builders this transition isn't just about changing what you do it's about transforming how you think about what you do it's about shifting from being the person who makes things happen to being the person who

ensures the right things are happening in the right way as we wrap up today's episode I want to leave you with three key Reflections one where are you in this journey are you still trying to manage what you should be overseeing number two what's one shift you can make this week to start thinking more like an executive if you are a manager number three how can you help your team understand and support this transition remember Bridge Builders the shift from managing to overseeing isn't just about your title or position it's about your mindset and approach make this shift successfully and you'll not only transform your own leadership but create lasting impact in your organization this is Dr Jake Taylor Jacobs signing off thank you for tuning in to another episode of bread to lead until next time keep leading keep growing keep breeding excellence in everything you do oh and PS if you are a Healthcare

leader if you are a healthc care leader you can go to Sips healthcare.com SLS Sumit we're having a free Leadership Summit called the executive Edge and this free Master Class you'll be learning how to unlock influence by understanding the business leadership skills to gain Buy in from senior leadership and and Beyond and and make a lasting impact okay so listen this is going to be November 23rd I believe let me look at my calendar we don't have it up on the site it'll be updated yes November 23rd this is a free 4our training a free 4-Hour training on how you can develop the right proper skills to truly be seen as an asset within your organizations so you can get more things approved and create more lasting change go to SS health .css so that you can be able to participate in the training that will in fact change the way you see leadership across the board this is Dr Jake Taylor Jacobs with bread to lead the COO of sips

healthc Care Solutions ranked number one provider for sterile processing and perod operative Service Solutions in the entire country by blackbook market research I hope that you share this information please take the time to go and vote today I don't care what you vote go and vote and after you finish voting go to top the charts Brad to lead and give us a review letting us know how much you care about the information and share this out with somebody that needs it and lastly go and get the book bread to lead this podcast is an outward expression of what that book said inside I love you there's absolutely nothing you could do about it and I pray that not only did you get this information but it changes the way that you see life in general peace talk to you later

Questions about this episode

What is discussed in "Ep. 022 The Manager's Mindset Vs The Executives Edge: Making the Shift"?

In order: 0:00 Bread to Lead, Bread to Lead, Bridge Builder, Healthcare Leadership; 20:00 Bread to Lead, Bread to Lead, Leadership Development, You're Not a CEO Yet; 30:00 Clarence David; 40:00 Leadership Development, Strategic Leadership; 50:00 Bread to Lead, Bread to Lead, Executive Edge, Executive Edge.

What is mentioned in this YouTube Channel UCNFpdzMKNcVkP3kn1x1lXMw episode?

16 people, works and ideas are mentioned, including Bread to Lead, Leadership Development, Bridge Builder, Black Book Market Research, Healthcare Leadership, You're Not a CEO Yet. Each one on this page links to its own page with every episode that mentions it.

How long is "Ep. 022 The Manager's Mindset Vs The Executives Edge: Making the Shift"?

The episode runs 1 h; the transcript is about 8,064 words in 51 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.