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The Hidden Key? Encouraging Dialogue-Led Leadership!




In any team environment, the impact of 1-on-1 meetings cannot be ignored.


I'm constantly finding ways to connect my work experiences to support coaches in leading athletes through challenges on and off the field. Lately, I've been reflecting on my time in the corporate world, recalling a pivotal moment when I decided to explore new paths.


Leaving my last job was about yearning for growth. The routine had become stifling, and I craved the opportunity to apply my skills in diverse arenas. What struck me most was the absence of a crucial dialogue during my time there.


While conversations circled role expectations, leadership did not inquire about my aspirations within the department or company. In my exit meeting, I was surprised when my manager admitted, "I guess I should've asked more about your goals at the company."


🔄 The Power of Dialogue:

It dawned on me—yes, self-advocacy is vital as an employee. But it's equally important for those in leadership positions to initiate and create environments where conversations like this are welcomed and encouraged. 

This principle transcends the corporate realm; it's crucial in coaching. Athletes, like employees, thrive when given a platform to express their ambitions, refine skills, and chart a personalized path to success.

Sitting back, can you recall a leader who prioritized your growth?


🌟 The Parallel to Coaching:

In the athlete-coach dynamic, individual meetings can be a game-changer. Just as I craved a conversation about my professional trajectory, athletes yearn for that personalized interaction. It's not just about performance metrics; it's about understanding their goals, challenges, and the unique contributions they bring to the team and themselves.


💬 The Takeaway:

1-on-1s foster an environment where aspirations are acknowledged, skills are honed, and a roadmap for success is crafted collaboratively. Whether in the boardroom or field, these dialogues empower individuals to go beyond their perceived limits.


Is it the responsibility of those in leadership positions to initiate one-on-one touchpoints?


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