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Transcript
00:00Anybody who's ever been in a leadership position is guilty of forming a narrative about someone as
00:05an underperformer. Oh, they screw up everything. And then what ends up happening is all we do
00:11is think about them and treat them as an underperformer. And all we do is notice the
00:15things that they get wrong. And then when we give them feedback sessions, it's usually us
00:20correcting minor things over and over and over again to the point where we completely destroy
00:24their confidence. And what I recommend, and by the way, we're all guilty of this. And I think it's
00:30essential for leadership teams to check each other, that when somebody goes down a path of creating a
00:36narrative that someone is an underperformer as if it's a character flaw, that we interrupt that and
00:41say, is that true? What have they gotten right? What are they good at? And if you catch people doing
00:47things right versus always catching them doing things wrong, that positive reinforcement is so
00:52much more powerful than catching them doing things wrong.

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