5 • 976 Ratings
🗓️ 12 March 2025
⏱️ 9 minutes
🧾️ Download transcript
In this solo episode, Chris Do examines the dynamics of leadership and followership, exploring how clearly defined roles can create healthier relationships in teams, families, and businesses. Chris shares his perspective on when to lead, when to follow, and why trying to merge the two often results in frustration.
Using relatable stories, he explains how leaders can empower others by giving them full autonomy while maintaining respect for the roles people play. This thought-provoking episode is a valuable resource for anyone looking to navigate complex relationships with more clarity and empathy.
Timestamps:
(00:00) Introduction to solo episodes
(00:38) Misconceptions about leadership and listening
(01:17) The balance between leading and following
(02:23) The dangers of blurred roles
(03:00) The black sheep’s role in families and teams
(04:50) Institutional knowledge and preserving history
(05:34) Trusting the leader and letting go
(06:50) The frustration of mixed instructions
(07:22) Summary: Defining and sharing roles
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0:00.0 | Hey everybody, Chris here. |
0:01.2 | We're trying something a little bit different than what we normally do for the podcast. |
0:04.8 | We're doing solo episodes. |
0:05.9 | These are shorter, more contained. |
0:07.6 | Built around certain themes and questions, I think, are very relevant for us to be talking about. |
0:11.4 | So wherever you're listening to this, however you're seeing this, |
0:13.5 | let us know in the comments and the feedback, what you think and we'll make some adjustments. I think it's commonly kind of misinterpreted that when someone is in a leadership role or an executive role, |
0:45.6 | that they're actually not good listeners or good followers. |
0:48.3 | And that might be the case with many folks. |
0:50.2 | And what happens is people get really intimidated around them and they don't offer up new ideas |
0:54.7 | for suggestions. But just speaking for myself, I don't think I'm alone here. I can play two roles. |
1:00.4 | I could be the general or I can be the soldier. The general leads has a plan and the soldier |
1:06.1 | executes the plan. Where I'm really uncomfortable in all this stuff is being a general soldier. And I find |
1:13.0 | that a lot of, especially younger types of people, they like to make decisions together. Everything's |
1:18.3 | a co-creation. Everything's a collaboration. And there's a wonderful time in place for that. |
1:22.8 | But when we're launching new products and ideas, I don't want it to be a group think. I don't want it to |
1:27.1 | be a series of compromises because no one's ever happy. I mean, there's a joke about this that a |
1:32.3 | compromises when no one's happy. So when we're all talking about, say, marketing campaigns or |
1:37.0 | creating new products or things like that, if a group of us get together and design it together |
1:41.3 | and try to figure it all out and I don't feel good. They don't feel good. I don't think anybody really wants this. So I like clarity and definition and clear |
1:50.1 | boundaries. Oh, you want to run this project? You take ownership over it. If you hit it out of the |
1:54.8 | ballpark, great. I'm here to support you. Tell me what my role is. I will do everything I can to the best of my ability. Or you can say, Chris, what do you want to do? |
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