Thanks for sharing, Shreyas! I actually learned a ton just from the way you questioned Claude. I loved how confident and clear your approach was, it really peeled back the layers and made the original post make so much more sense.
Interesting how you frame part of this as a learning opportunity for the leader, to be more confident at navigating those “no” conversations. The “easy outcome” would be “not having the difficult conversation” with the stakeholder who wants to present as a learning opportunity. So it’s still a learning opportunity for many leaders in this situation, just not in the way one might expect.
You talk about messaging without demotivating being a main blocker, can you give an example of how you would message the decision to the employee in this case?
As a leader it was helpful to observe if I had “conflict avoidance pattern” or whether my intentions were purely “pay it fwd” when I fought to get a team member in the room to present while I coached him / her to bring their best game to the presentation. If I were to be honest, there were times when it was the former, but there were also many more times it was the latter. Having said that, your post is exactly what might encourage toxic leadership behaviors under the guise of “aiming for best possible outcomes” when managers cut their teams off from upward visibility and claim all credit themselves. In balance, I guess it’s definitely all about the balance. I truly appreciated your Claude conversation share - was very insightful. Thanks for the brilliant post and the opportunity for this dialogue.
This touched a nerve for me at the start but learnt a lot from the claude chat and started to understand the post better! Thank you for these posts and the claude chats. I am curious - are you using Sonnet for these chats?
Thanks for sharing, Shreyas! I actually learned a ton just from the way you questioned Claude. I loved how confident and clear your approach was, it really peeled back the layers and made the original post make so much more sense.
Interesting how you frame part of this as a learning opportunity for the leader, to be more confident at navigating those “no” conversations. The “easy outcome” would be “not having the difficult conversation” with the stakeholder who wants to present as a learning opportunity. So it’s still a learning opportunity for many leaders in this situation, just not in the way one might expect.
You talk about messaging without demotivating being a main blocker, can you give an example of how you would message the decision to the employee in this case?
And if the receiver of this feedback feels ready - tips on how to process
As a leader it was helpful to observe if I had “conflict avoidance pattern” or whether my intentions were purely “pay it fwd” when I fought to get a team member in the room to present while I coached him / her to bring their best game to the presentation. If I were to be honest, there were times when it was the former, but there were also many more times it was the latter. Having said that, your post is exactly what might encourage toxic leadership behaviors under the guise of “aiming for best possible outcomes” when managers cut their teams off from upward visibility and claim all credit themselves. In balance, I guess it’s definitely all about the balance. I truly appreciated your Claude conversation share - was very insightful. Thanks for the brilliant post and the opportunity for this dialogue.
This touched a nerve for me at the start but learnt a lot from the claude chat and started to understand the post better! Thank you for these posts and the claude chats. I am curious - are you using Sonnet for these chats?