Because you can't lead a department, accompany people from tactics alone.

At some point you have to lift your head up and ask like, am I building the right thing?

Is this the right team to get me there?

Do I even know where I'm going?

And so like understanding strategy, vision, people, talent, that is the unlock to growth.

What's up guys? Welcome back to build. And today I want to share with you five of my

takeaways over the last, I want to say it was like two or three weeks from doing quarterly

review, doing performance reviews, and having just different conversations with people

in my company. So this is definitely more a what's top of mind for me, but I really wanted to crystallize the things that I've noticed, the things I was teaching other people, and the things that I learned in the last few weeks so that you can apply it for yourself as well.

The first lesson I wanted to share with you guys is one that comes from one of my performance reviews I was doing is somebody in my company, and they asked me a question that I didn't realize until after why I had a hard time answering because essentially we were talking about between myself and that person was a situation that they needed to grow through right it's like how can you grow through this situation let's look at how you've approached these in the past and let's look at how this is a pattern and what we can do now to approach it differently and after we've gotten about, like, here's the things we're going to do in this situation. Here's how we're going to approach it differently. This person asked me, they said, well, what do you think I can do to develop? And I felt bad because I didn't have like a, oh, read this book or take this course or like, you know, listen to more of my content. But I sat there with it and I was like, well, this is developing. And I think it's interesting because I know exactly what they're looking

for, which is like, it's funny because like even for myself, I can get caught up and feeling like

when I'm consuming things, when I'm taking courses, that I'm learning. But learning

means that you're in the same situation and you exhibit a new behavior.

And so the best learning for that person would be approaching the situation differently this time.

And that means that they'd learned.

But I think we're taught that developing comes from, you know, consuming books, podcasts,

and you know, going to talks, going to conferences.

But what I realized over time is that development is actually what happens when you act, not when you read. And so if you think about it, you know, like reading a book, listening to a podcast, you know, like what you're doing right now, all of those things are inputs, but development is actually an output. It's what changes because of your effort changing. You know, feedback, failure,

and uncomfortable conversation, that is all development. And I really think it comes down to this

one thing that I was really thinking about, which is, like, you don't become a better leader or a

better manager or a better contributor by watching somebody else do it. Right? You become one when you

risk being okay, getting it wrong. That's it.

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