Prepare Your Leadership

Hello. Bluetooth was connected, but I didn't want it, so. Hello. Welcome. Hi. Hope you had a great weekend. Wait for some folks to join us here on this Monday. Hope you had a good weekend. As I said, had a good start to your, to your Monday. Welcome, welcome. Happy to see you all. Happy Monday up here in Duluth, Minnesota. It's cloudy, kind of hazy a little bit, but the air quality is getting better. So that's always good to, good to have. So I'll kind of introduce myself. I'm Matt Tappe. I am an industrial organizational psychology professional, just graduated with a master's in IO psychology.

And really a lot of my research and interest focuses on leadership. So I come to you on Mondays and bring you kind of a time to reset at the start of the week and then maybe some leadership development advice. Hello, welcome. Jules. Hi. Amar. Hi, Sarah. Thank you all for joining. We'll start with what we always start with here. And that's the three things of three. So what are the first list of three is what are three things that I'm feeling or experiencing right now? Just kind of ground yourself right now in the moment where you are.

What are three things? Could be emotions, could be feelings, could be experiences, could be whatever. It's whatever you're carrying with you so far on this Monday. What are three things that maybe is, you know, in that backpack that you're carrying with right now? Hi, Nikki, Welcome. What are those three things? And then now you got your list of three. What are you experiencing? Kind of what are you feeling right now? Grounding yourself where you are. What are three intentions that you have for the rest of the day today?

Hi, Anna. Welcome. What are three intentions that you have for the rest of the day? This could be related to those things that you're experiencing. Maybe you're a little groggy or maybe a little stressed out, so want to go take a walk for your lunch today? Or maybe you just need some caffeine so you can have a coffee. Or maybe it's a different kind of intention where you want to show up a certain way in a meeting that you have this afternoon or maybe show up a certain way when you get home from work with your family.

So what are three intentions that you have? Could just be to do lists, could be behavior, could be emotionally. What are three intentions that you have for the rest of the day? And then the last is what are three things that you're grateful for? So really leave on a good note, what are three things that you're grateful for? Ma said Right now, amar said. Feeling tired, optimistic, relaxed, three intentions, learning new skills, reading, blog, listening to a podcast. Great. Honest, exhausted from traveling because I but I reset my physical space and now I'm going to rest and recharge.

Sounds like great awareness and then intentions that you have coming from it. So I I usually title the stream with something that I'm going to talk about, but I didn't get a chance to get there today. But I wanted to talk about fairness. So last week I introduced the four facts of leadership, which is fairness, authenticity, charisma, and trust. So this is all drawing on kind of coming from Alexander Haslam's book the New Psychology of Leadership, which just recaps all the research ever done on the psychology of leadership up to today.

So today I want to talk about fairness. And this goes along with the Cadre theme of balance. Because fairness is all about balancing and making sure that people get what they need and deserve. So fairness matters. So fairness is leadership's most fundamental purpose. Leadership is there to allocate the scarce resources that we have. And in organizations this is like pay and bonuses or just time so that everyone feels equally equal part of the group. So then in these so one aspect of fairness is we look at the in group and the out group.

So we look at the psychology, research and social identity. Just go research heavy for a minute here tells us that people naturally divide into in groups, the people that we identify with and out groups, so everyone else. So leaders earn trust by upholding fairness within their in group. So for a leader of an organization, this would be being fair with throughout the entire organization. Or maybe if you're leading just a department, it's within that department or maybe it's just that project or team.

So like a sales bonus plan that rewards only sales reps might feel fair to the sales team, but then unfair to distribution or the customer service groups. So like why not us? So that so we feel that being in the sales team that are in group we feel fair. But the out group, the distribution, customer service groups, that's unfair to them. So these are trade offs that leaders often have to navigate. So favoring one group inevitably limits resources of another. So giving bigger pay raises to those sales teams shrink the pay raises for the others.

Which is a tough area to battle because research shows that when leaders are even unfair to the out group, that can increase that support of the in group. So taking that that can also mean that a CEO who channels the profits and gives it back to the to the investors of the organization, they're going to get more support from the investors. And by taking away from employees, they know that being unfair, that can increase the support from the investors, but that's going to decrease the trust of that organization.

So there's a lot of aspects to fairness within the organization and within leadership that can be difficult to navigate. So that's really looking at it from a CEO perspective. But if you've been on my lives before, I really like to take these leadership lessons and, and boil it down to everyone because I believe that everyone is leadership. As I define leadership as someone who directs, organizes or persuades oneself or others to temporarily set aside personal interests for goals. So I'll ask you, who is in your in group?

Who's in my in group? Think about that. Is it just my immediate team? Is it my whole department or is it the entire organization? So how inclusive is my circle of care? So if we look at, you know, the more inclusive we get, the more we look at being fair for more people. So if we're only looking at my in group, the people I really truly care about as my team, then I'm going to be more fair to my teammates than to the other team. So. So this could maybe even look like skipping them on email, so kind of miscommunication and then or maybe not inviting them to things like lunch.

So things that maybe be subconscious being unfair, but by having that smaller in group, you might be more unfair to the others. So I'll challenge you to widen that in group and that perception of your in group. So when we have a wider in group, we're going to listen more broadly, we're going to share more information, we're going to make decisions with everyone because we're going to end up being more fair to everyone. So I imagine you're in groups as the entire, as the entire world, which might be a little philosophical, but it may sound, but maybe it's philosophical, but the broader sense of us, this is going to be more inclusive and the stronger influence we can have as a leader if we widen this to be the entire human race or the entire world.

So what we can look at is by being more inclusive of the in group, we can be more fair of that in group. And we don't have to be unfair to the out group to gain the support of the in group, we can just be fair to the people in their entire group, which is very broad. So Amar asks, what are some good traits of being a leader for a young adult? Well, I always like to start with being self leadership and things I'VE talked about before. But how can we to lead others? We need to start by leading ourselves, and that's by reading the leadership psychology books and applying that to ourselves and how we run the world.

So a lot of that is goal setting, emotional intelligence, and then just being able to, you know, and then along with emotional intelligence, that's perspective taking, humility, and then being agile is another one. I wouldn't say there's a lot of specific traits, except just being able to be agile and communicate effectively could be good things to start with. So that's kind of what I have for you all today on Cadre. I hope you have a great rest of your Monday, and I'll catch you next Monday. So have a good week, and I'll see you next time.

Bye.