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In episode 1124, Jen Fisher discusses the strategic value of hope—and how leaders can harness it to improve wellbeing and transform the workplace.

See hope as an actionable strategy that goes beyond wishful thinking. In particular, Jen emphasizes three things hope asks of us:

1. Set a goal.
2. Identify multiple pathways to that goal.
3. Understand and know our agency in reaching that goal.

Moreover, hope isn’t just wishful thinking. On the contrary, it also requires us to make an honest assessment of our current situation. When we can admit we’re in a bad place, we can start thinking of ways to change, which is acting on hope.

Workplaces need to embrace hope as their strategy to re-engage employees. The burnout epidemic is, at its core, an epidemic of hopelessness. Many employees burn out because they feel they aren’t valuable and think that their work doesn’t matter. Thus, as leaders, we need to help people feel hopeful first before they can show up and innovate.

Watch out for hope-killing language that’s common in the workplace. For example, leaders unknowingly kill hope when they shut down ideas. They might think that they’re saving time, but doing so can also communicate that those ideas don’t matter. Instead, to build hope, you might get curious about the person’s thought process. Why do they think that’ll work? Remember, there’s nothing wrong with saying no, and you don’t need to go with every idea proposed. But just hearing someone out can go a long way in helping them feel like they matter.

Encourage more hopeful thinking by noticing the things that went right. For many of us, our brains default to noticing the negative. We’re overly critical when we make a mistake or receive negative feedback, even when things go right. By paying more attention to what we did well or worked out, we can train our brains to focus more on those positives. You can also use this technique in a group setting, where you notice the good deeds others did in the past week.

Ask, “What’s possible here?” to get unstuck. It might be that you’re at a dead end, so you have to accept it and move on. But considering those possibilities can foster hope and lead us to new solutions.

Read/listen to the full conversation HERE.

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In episode 1121, Ali Merchant reveals the small shifts you can implement today to become a better leader immediately.

Most managers are accidental managers. Often, people become managers because of their expertise rather than their leadership skills. As a result, many managers are ill-equipped to handle their new responsibilities. However, the issue isn’t that they’re accidental managers. Instead, the it becomes an issue when they stop learning and stay accidental because they become too busy. 

Go from accidental to all-in by focusing on three things:

1. Personally caring about the success of your people.
2. Being an insatiable learner.
3. Driving meaningful results.

Ali stresses his use of language. There’s a huge difference between “meaningful results” and “results.” Moreover, you need all three to become an all-in manager, not just one or two.

Stop avoiding difficult conversations because that ruins relationships. Ali shares five steps to take out the tension from difficult conversations:

1. Ask for permission. No matter what your feedback is, people will be on guard when they hear you need to talk. This step gives them time to prepare and also puts you on an even playing field.
2. Share your intention. That way, the other person knows where you’re coming from.
3. Identify the “what.” Mention the specific behavior that prompted the conversation, but avoid passing judgments. For example, “When you raise your voice” is a behavior, but “When you’re rude” is a judgment.
4. Explain the “so what.” Share how that specific behavior is affecting either you or the people around you.
5. Offer the “now what.” Outline what needs to happen next. You might ask them if they’ve had the same observations or request that they correct their behavior.

Give positive feedback to get others to appreciate your constructive feedback. People will be more likely to hear you out if they know you have their back. Make it a habit to say something good when you see something good.

Make one-on-ones more engaging by making the meeting about them. Start by asking, “What’s top of mind for you?” or any other similar question. That not only demonstrates care, but it also allows your direct report to share context you might otherwise miss. Other questions to ask include:

• What are you working on?
• Where do you need help?
• What are your blockers?
• How can I help reduce your blockers?

Resist the urge to give advice and ask a question instead. The best coaches and therapists do that to draw out the answers from the other person.

Read/listen to the full conversation HERE.

Thank you, Sponsors!

• Monarch.com. Get 50% off your first year on with the code AWESOME.