John Miles

But when it came to them executing their mission, he had to be hands off and trust that the tools learning experiences, leadership that they had been given, they would make their appropriate decisions in the fight.

But when it came to them executing their mission, he had to be hands off and trust that the tools learning experiences, leadership that they had been given, they would make their appropriate decisions in the fight.

And the way we can look at that in the business world today is we can do the same thing, whether it's a project manager leading a team or a software developer who might be an individual contributor. You could give them what the destination is you're trying to achieve and let them be creative in taking a completely different approach to getting there.

And the way we can look at that in the business world today is we can do the same thing, whether it's a project manager leading a team or a software developer who might be an individual contributor. You could give them what the destination is you're trying to achieve and let them be creative in taking a completely different approach to getting there.

But if you do this in an agile way, they're checkpoints. So if they're off course, you can quickly get them back on. And it really humanizes the individuals in the process.

But if you do this in an agile way, they're checkpoints. So if they're off course, you can quickly get them back on. And it really humanizes the individuals in the process.

Like anything, it's a both and situation. You're going to have individuals who require more oversight and more handholding than others. And you're going to have your breakthrough performers typically who require a lot less of that handholding because they're free thinking and innovating and

Like anything, it's a both and situation. You're going to have individuals who require more oversight and more handholding than others. And you're going to have your breakthrough performers typically who require a lot less of that handholding because they're free thinking and innovating and

inventing new ways of doing things so to me typically what i have found is those employees end up winding up on a chart as either c performers b performers or a performers sure and i find more of the a performers are able to operate more autonomously where more of your c or b what we used to call as plotters tend to need more structure in the way that they're doing things

inventing new ways of doing things so to me typically what i have found is those employees end up winding up on a chart as either c performers b performers or a performers sure and i find more of the a performers are able to operate more autonomously where more of your c or b what we used to call as plotters tend to need more structure in the way that they're doing things

The other problem I see, we tend to see a person in their current role not understanding and really taking the time to understand their backstory. And a great example of this is I remember I had this really talented woman who worked for me at Lowe's, and I saw her and her current position of being a director underneath me at the time.

The other problem I see, we tend to see a person in their current role not understanding and really taking the time to understand their backstory. And a great example of this is I remember I had this really talented woman who worked for me at Lowe's, and I saw her and her current position of being a director underneath me at the time.

But what I didn't understand, she had prior to that been a CIO at a smaller company. She had a lot of data experience. Not only that, she had started her career in the business side before transitioning into the IT side and really had this wealth of knowledge. And I think we don't spend enough time getting to understand who the individual is. Yeah, absolutely.

But what I didn't understand, she had prior to that been a CIO at a smaller company. She had a lot of data experience. Not only that, she had started her career in the business side before transitioning into the IT side and really had this wealth of knowledge. And I think we don't spend enough time getting to understand who the individual is. Yeah, absolutely.

That just is they have career aspirations. They also have life aspirations. And so if you would know that that developer who's working for you is trying to save money to buy a house for his family and they're expecting a child and you somehow bring that into how you're leading them and being more understanding of that and acknowledging it.

That just is they have career aspirations. They also have life aspirations. And so if you would know that that developer who's working for you is trying to save money to buy a house for his family and they're expecting a child and you somehow bring that into how you're leading them and being more understanding of that and acknowledging it.

A hundred times out of a hundred, you're going to get better performance out of the person because they see you treating them as a human and interested in them both at work and in their larger success in life.

A hundred times out of a hundred, you're going to get better performance out of the person because they see you treating them as a human and interested in them both at work and in their larger success in life.

One of my favorite questions that I've always gotten in an interview is tell me about your strengths and your biggest weakness. And to me, when someone answers that question saying they don't have weaknesses or trying to lessen them, I always know that they're not a good fit because they're not being authentic with their answers.

One of my favorite questions that I've always gotten in an interview is tell me about your strengths and your biggest weakness. And to me, when someone answers that question saying they don't have weaknesses or trying to lessen them, I always know that they're not a good fit because they're not being authentic with their answers.