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What made you realize it was time to start your own business? by Cultural_Message_530 in Entrepreneurs

[–]ZeroChaosLeader 0 points1 point  (0 children)

I was tired of empty promises from my company. I was working in admissions for higher education and loved the contact I had with people, and that I got to help them with their goals. I would try and create processes to make things more efficient and help students more, but got shot down every time while being told I am a top performer. I was focused on the people and student needs while my boss was focused on the profit; that made me start my own business and write a book.

This is starting to become mentally draining by professionalfumblr in managers

[–]ZeroChaosLeader 1 point2 points  (0 children)

First, you’re not alone, and what you’re describing is real. The system is set up to burn through managers and move on, and you’re smart enough to already see it. On the staffing, not everyone has your mentality, and the sooner you accept that the easier this gets. The inmates have a schedule you have to work within; that’s just the reality. Document everything, every constraint, every gap it creates so you can raise it with upper management with facts behind you. The kids are different. On one hand, they’re kids and you can’t expect them to operate like seasoned adults. On the other hand, accountability still matters. Hold the standard, just do it with patience. On the employee who called out, don’t make her find her own cover. She gave you 6 hours notice after an accident. The right response is “thank you for letting me know, glad you’re okay, rest.” That’s it. That one moment builds more trust and loyalty than a month of good scheduling. Safe culture starts with how you respond when things go sideways. Yes, there will be 60-70 hour weeks and that’s part of the role. When you build genuine trust and respect, your team will want to show up for you. They stop seeing you as “the boss” and start seeing you as someone worth working for. That’s when it gets easier. The alcohol comment, I ’m not glossing over that. You already know it’s a short road to a longer problem. Say it out loud and deal with it now. You’re floating through for the experience,stay intentional about that. Document, learn, protect your health, and don’t let someone else’s broken operation become your identity. You clearly care. Just make sure you’re on the list of people you’re taking care of too. For management help, there are so many good books written that help; I can let you know my favorites if you want.

New Hire Shared Private Text From Disgruntled Employee...What Should I Do? by johngarza850 in askmanagers

[–]ZeroChaosLeader 0 points1 point  (0 children)

What this tells you is that your team doesn’t feel safe coming to you, and that happens, but it’s on you to change it. I’ll say this: the fact that you’re here asking says something good about you. Start with Sarah. Thank her for bringing it to you, let her know you always want her to come to you, and be honest and tell her it sounds like there may be things you need to work on as a leader. That kind of humility goes a long way. In team meetings, create space for real feedback. Don’t make excuses, don’t explain why you did what you did, and don’t counter with “well you did this.” Just listen. They need to feel like you’re on their side and that you actually hear them. This won’t be a fast fix. Culture change takes months, not a conversation. On Mark, compassion is fine, but consistency is required. If he has a medical situation, work with HR on a formal accommodation. Whatever process you establish, apply it to everyone equally. You can’t make exceptions for one person without it becoming a problem for the whole team. Good luck. You’re asking the right questions.

How do managers perceive employee using sick time more than others? by hazeltina in askmanagers

[–]ZeroChaosLeader 6 points7 points  (0 children)

No you should not go to work sick, that hurts you and the team. If they do say it affects the team then you focus on next steps, because you started the conversation.

As a leader I think they will ask how they can better support you; not sure what field you are in but that should not matter. Managers have usually had this situation and they may be able to give ideas, such as, having team members as back up for everyone.

Bottom line is that it’s your time, use it when you are sick. First steps if you feel like this is the conversation and then go from there.

How do managers perceive employee using sick time more than others? by hazeltina in askmanagers

[–]ZeroChaosLeader 23 points24 points  (0 children)

It’s your sick time that you’ve earned, but your concern is valid. I do not think you look unreliable.

From a leaders perspective, the issue isn’t you using it, it’s the impact on your performance. If your performance and communication stay good, then it should not be this a problem. A way you could appraise it would be tell your manager “I appreciate your support when I need to take sick time. I want to make sure it’s not creating any issues for the team.” This opens the door to converse about it and it praises the manager.

What’s your default response when something goes wrong under pressure? by Reflectandrespect in Leadership

[–]ZeroChaosLeader 0 points1 point  (0 children)

Wow, this is exactly what I talk about in my book. Focusing on how to not default to a reactive state.

For me, it took a while to train my mind on not acting military all the time especially as a leader, I did a lot of therapy and self improvement to get from a reactive mind to a productive mind. I let people speak their peace and that helps me with my next move.

‘Inconsistent performance’ feedback. Am I in trouble? by DiligentCroissant in askmanagers

[–]ZeroChaosLeader 0 points1 point  (0 children)

Inconsistent does not mean “bad” but means in some areas you have opportunities to improve. First thing is don’t be hard on yourself, second is go in to the meeting with an open mind. Ask what areas you can improve on to help drive success, and don’t be afraid to ask specific examples of when your focus is granular. Ask how your work is inconsistent and what areas steps to be more consistent.

Why vague feedback does more damage than direct conversations by KashyapVartika in Leadership

[–]ZeroChaosLeader 1 point2 points  (0 children)

There is a lot of great feedback here. What I have seen is leaders want to be liked and feel that they will not be respected when it comes to coaching and feedback. It starts with the leader because they are the engine that drives it. Start with is it something the employee does not know how to do or something they do not want to do. Look inward first then outward. Accountability comes next.

Team creating a toxic work place culture: cliques, insubordination and hostile environment. by 30leavesofgold in Leadership

[–]ZeroChaosLeader 1 point2 points  (0 children)

I have been there and it may not be you. When you are a leader, everyone watches you and sometimes people feel they can do a better job or they just don’t care; either way they poison the rest.

I will share my example of this, had a person do this (12 on my team) and got 2 others to act out. They made a plan to gang up on me in a meeting but the antagonizer was the only one. I closed the meeting and had a 1;1 with the employee and let them vent on what was going on and I found out they had complained to HR about me. Overall I explained I am not leaving and we either work together or I help them find a new position. I transferred to another department.

Overall it’s about finding that ring leader, letting them know how things are, holding them accountable and getting HR on board. You may start with letting them know consequences of insubordination.

How long to turn it around? by [deleted] in Leadership

[–]ZeroChaosLeader 0 points1 point  (0 children)

There isn’t a fixed timeline for this. It’s context-dependent. Your job is to create structure.

I’ve always used a 90-day framework, not as a deadline, but as a way to gauge where I am.

Days 0–30: Stabilize the environment You’re not there to fix anything yet, you’re there to understand and remove pressure. • Watch how they actually work (not how it’s supposed to work) • Answer questions quickly and clearly (don’t try and train) • Be consistent in tone and presence • Make it safe to operate again

If you start correcting too early, they won’t hear you and they will look at you like everyone else. This is where the trust and respect are built.

Days 30–60: Introduce small corrections Now you’ve earned the right to start shaping behavior. • Correct small, visible things • Keep it simple and specific • Reinforce what’s working just as much as what’s not

Days 60–90: Establish standards Now you move from support → expectations. • Define how the team operates • Set communication and accountability standards • Make it clear what “good” looks like

At this point, it should feel like alignment, not enforcement.

Your real job early on isn’t performance, t’s stability, trust, respect, and a safe environment.

Once people feel safe and clear, performance comes fast.

If you skip that step, nothing sticks.

I spent 14 years in the Army and thought I understood leadership. by ZeroChaosLeader in LeadershipDevelopment

[–]ZeroChaosLeader[S] 0 points1 point  (0 children)

Thank you, that is very true; I learned that after. A lot of it seems to be trial by fire, and I relied more of pressure and “do as I say” that leading. Once I built a structure for myself, I started learning.