Joychiever Leading with Impact Implementation Toolkit

Impact LEADING WITH IMPLEMENTATION

TOOLKIT

READYImpact

Hello!

We are excited you are here! You are embarking on a journey that will change and improve management skills within your firm. Leading with Impact is not just an eLearning program. It is a one-year, comprehensive, learning experience that can have a major impact on your firm’s culture, engagement, retention and brand.

Why Leading with Impact?

In the fiercely competitive world of the legal industry, there lies a crucial yet often overlooked factor that can make or break a firm’s success: workforce engagement. For law firms, the stakes are even higher, as their reputation and bottom line depend on the collective brilliance of their legal professionals.

What’s in it for the firm?

THE BUSINESS CASE FOR ENGAGEMENT

Workforce engagement is the emotional commitment and involvement a lawyer or business professional has towards their firm and its goals. Engaged team members are more likely to be productive, efficient and dedicated to delivering top-quality work. According to a Gallup report, highly engaged teams show 21% greater profitability and are 17% more productive than their less-engaged counterparts. In the legal sector, this translates to improved matter outcomes, increased client satisfaction, and enhanced reputation—all factors that contribute to a firm’s success.

The positive correlation between engagement and key performance indicators is undeniable. A study by the Corporate Executive Board (CEB) revealed that engaged team members are 87% less likely to leave their organization, resulting in significantly lower turnover rates and reduced recruitment costs for firms. Furthermore, a survey by the American Bar Association found that firms with high levels of engagement reported 22% higher revenue per lawyer than those with lower engagement levels.

In a highly competitive industry like BigLaw, enhancing team member engagement not only improves the firm’s bottom line but also helps it gain a significant advantage over its rivals. When legal professionals are motivated and committed to their work, they are better equipped to tackle complex cases, foster innovation, and adapt to the ever-evolving legal landscape.

87% — CEB

THIS is the percentage of YOUR team members who are less likely to leave your organization if they’re engaged

THE CRITICAL OF EFFECTIVE MANAGEMENT ON ENGAGEMENT

The importance of effective management cannot be overstated, as it directly impacts workforce engagement, job satisfaction, and ultimately, the success of an organization. Several key aspects contribute to effective people management, each playing a vital role in fostering a productive and motivated workforce.

1. Clear communication: Ensures that professionals grasp individual objectives, firm’s mission, and client goals, leading to increased commitment.

2. Balanced workload, deadlines and stress: Enables team members to concentrate without feeling overwhelmed, thus improving performance and job satisfaction.

3. Recognition of hard work and effort: Bolsters morale and motivation, creating a positive work environment and appreciation culture.

4. Empowerment of professionals: Delegates responsibility and decision-making opportunities, which nurtures ownership and individual pride.

5. Inclusive, supportive work environment: Values diversity, collaboration, and respect, thereby fostering belonging and dedication to the organization.

6. Robust team relationships: Fosters trust and camaraderie, which leads to increased collaboration and innovation.

7. Impartment of meaning and purpose: Shows team members how and why their work matters, which deepens commitment and increases motivation.

Effective management skills are not innate qualities that partners naturally possess. Handling various aspects of people management can be challenging for partners, as there is much to consider and balance. Therefore, it is crucial to invest in training and support to teach partners these essential leadership skills. By doing so, firms can equip their partners with the necessary tools to create a more engaged, motivated, and successful workforce, ultimately contributing to the overall success of the firm.

This is the purpose of the Leading with Impact program.

PROGRAM

The Leading with Impact program is designed specifically for law firm partners. There are understandable reasons partners aren’t naturally the most effective people managers:

• Time is a scarce commodity, and partners are constantly juggling multiple responsibilities, making it difficult to devote necessary attention to managing others.

• Many partners excel in their chosen area of expertise but may lack the knowledge and skills required for effective management.

• The pressure to prioritize client satisfaction can lead to micromanagement and a lack of trust in team members, hindering their ability to perform at their best.

• Tight deadlines and the demand for highquality work can place immense pressure on partners in firms, leading to increased stress and a reduced ability to manage well.

• Being stuck in old ways of thinking can inhibit effective management in firms, creating an environment that hinders engagement, motivation and retention.

Leveraging Joychiever’s Hierarchy of Engagement, the Leading with Impact program is an innovative, one-year learning experience, designed to revolutionize how partners manage to sustainably drive success for the firm.

The program unveils 12 essential best practices designed to enhance engagement while reducing burnout. Going beyond foundational management skills such as delegation and feedback, this program provides over 80 techniques to take participants’ management skills to the next level.

Expertly crafted eLearning modules, designed specifically for firms, power the seven interactive discussion meetings where participants have the opportunity to exchange ideas, debate concepts and collaborate with the peers, creating a dynamic and enriching learning environment.

WHAT IS THE ROI FOR PARTNER PARTICIPATION?

Upon participating in the Leading with Impact program, partners will experience a range of positive outcomes that will enhance their management skills and work environment.

Firstly, they will successfully collaborate with dedicated and reliable individuals, resulting in stronger and more efficient teams united in their commitment to perform their jobs well. Secondly, partners will be able to concentrate on their highest and best skills, no longer burdened by constantly managing the minutiae of daily tasks. This newfound focus will allow them to make strategic decisions and develop innovative solutions that will propel the firm forward. Additionally, partners will witness

their teams consistently delivering exceptional results, satisfying clients and securing their loyalty for future engagements with the firm.

Lastly, after participating in the program, partners will effectively manage work-related stress, leading to a healthier work-life balance and overall well-being for their teams. This improved stress management will also contribute to better sleep and life satisfaction. Furthermore, team members working under these well-trained partners will enjoy a more challenging and invigorating, yet manageable, work environment, ultimately boosting job satisfaction and engagement.

HOW TO ADMINISTER THE LEADING WITH IMPACT PROGRAM.

The one-year program consists of several carefully designed components to ensure an exceptional learning experience:

• An Engaging Marketing Campaign: Automated, pre-crafted emails sent to participants and key stakeholders that introduce, generate excitement for, and launch the program.

• Pre- and Post-Course Surveys: An assessment of participants’ skill levels before and after the program, allowing for measurable ROI.

• Learning Labs: Five monthly, 75-minute, “flipped-classroom,” discussion meetings utilizing 17 eLearning modules for content exploration and idea sharing.

• Mastery Meetups: Two sessions held during the second half of the year to reinforce skills and encourage continued growth.

• Meeting Facilitation Guide: Detailed instructions for how to run each of the seven discussion sessions, enabling you to lead engaging and productive conversations that foster collaboration and deepen the learning experience.

• Comprehensive, Automated, Email Communication Series: 24 pre-crafted messages, including pre-meeting teasers, postmeeting follow-ups, and Wednesday Wisdom messages to maintain concept retention.

But there’s no need to stress! This comprehensive Toolkit has been meticulously designed to serve as your all-inclusive, step-by-step guide for implementing and managing this program with ease. With clear instructions, actionable advice, and expert recommendations, you’ll be able to navigate the entire process confidently, ensuring a seamless and successful execution of the program.

PROGRAM PREPARATION

3 Determine launch date.

3 Determine meeting dates.

3 Inform appropriate leadership stakeholders.

MONTH MONTH

One week before the meeting: email teaser for Learning Lab #1 is sent.

Conduct Learning Lab #1.

Two days after the meeting: follow-up email for Learning Lab #1 is sent.

Pre-launch messages to participants are sent.

Week -3 : Introduction to the program and calendar invitations for Learning Labs is sent.

Week -2 : WIFM for participants and the link for the pre-course survey is sent.

Week -1 : A video message from a leader is sent.

Week 0 : Launch of the course and the link for the burnout survey is sent.

10

One week before the meeting: email teaser for Learning Lab #3 is sent.

Conduct Learning Lab #3.

Two days after the meeting: follow-up email for Learning Lab #3 is sent.

One week before the meeting: email teaser for Learning Lab #2 is sent.

Conduct Learning Lab #2.

Two days after the meeting: follow-up email for Learning Lab #2 is sent.

One week before the meeting: email teaser for Learning Lab #5 is sent.

One week before the meeting: email teaser for Learning Lab #4 is sent.

Conduct Learning Lab #4. Two days after the meeting: follow-up email for Learning Lab #4 is sent.

1 3 5 MONTH MONTH

3 Identify and invite participants.

3 Record a brief welcome video from a leader.

3 Finalize and setup program communication messages.

3 Participate in a brief train-the-facilitator session.

Second week: Wednesday Wisdom message #3 is sent.

Third week: Wednesday Wisdom message #4 is sent.

Fourth week: calendar invitation to Mastery Meetup next month is sent.

Fourth week: link for post-course survey is sent.

Second week: Wednesday Wisdom message #1 is sent.

Fourth week: Wednesday Wisdom message #2 is sent.

Second week: Wednesday Wisdom message #7 is sent.

Fourth week: Wednesday Wisdom message #8 is sent.

First week: Wednesday Wisdom message #5 is sent.

Second week: Wednesday Wisdom message #6 is sent.

Third week: Mastery Meetup #1 teaser is sent.

Fourth week: Conduct Mastery Meetup #1.

First week: Wednesday Wisdom message #11 is sent.

Second week: Wednesday Wisdom message #12 is sent.

Third week: Mastery Meetup #2 teaser is sent.

Fourth week: Conduct Mastery Meetup #2.

Fourth week: program summary message is sent.

First week: Wednesday Wisdom message #9 is sent.

Third week: Wednesday Wisdom message #10 is sent.

Fourth week: calendar invitation to Mastery Meetup next month is sent.

Fourth week: link for post-course survey is sent.

Introduction to program email

Calendar invitations for the Learning Labs

WIFM for participants email and link for pre-course survey

“A message from a leader” email

Launch the course and send link for burnout survey

6

Wednesday Wisdom message #1

Wednesday Wisdom message #2

Email teaser for Learning Lab #1

Learning Lab #1

Follow-up email for Learning Lab #1

Email teaser for Learning Lab #2

Learning Lab #2

Follow-up email for Learning Lab #2

Wednesday Wisdom message #3

Wednesday Wisdom message #4

Calendar invitation to Mastery Meetup next month

Link for post-course survey

Wednesday Wisdom message #5

Wednesday Wisdom message #6

Mastery Meetup #1 teaser

Mastery Meetup #1

IMPLEMENTATION

3 Determine launch date and Learning Lab dates

3 Identify participants

3 Invite participants

3 Record welcome message from a leader

3 Inform key leadership stakeholders about the program

3 Finalize and setup program communication messages

Wednesday Wisdom message #7

Wednesday Wisdom message #8

Wednesday Wisdom message #9

Wednesday Wisdom message #10

Calendar invitation to Mastery Meetup next month

Link for post-course survey

SCHEDULE

#11

Wednesday Wisdom message #12

Mastery Meetup #2 teaser

Mastery Meetup #2

Program Summary message

LEADING WITH IMPACT MESSAGES

PRE-LAUNCH MESSAGES

These messages generate excitement, communicate details and garner participation in the program.

• You are invited!

• Boost the firm’s potential and engagement through the Leading with Impact experience.

• Your leadership transformation with Leading with Impact begins soon!

• WIFM for participants and links for pre-course survey

• Countdown to success: What participation in the Leading with Impact program means for you?

• Hear what [INSERT NAME] has to say about the Leading with Impact program.

• Your access to Leading with Impact is GRANTED!

LEARNING LAB MESSAGES

These messages create interest and confirm upcoming Learning Lab meetings, as well provide a recap of the monthly Lab meetings.

• Why you need to care about burnout and engagement.

• Leading with Impact: Learning Lab #1 Recap

• Workload, Deadlines and Always-on Pressure, Oh My!

• Leading with Impact: Learning Lab #2 Recap

• The future of work: Are you ready to embrace it?

• Leading with Impact: Learning Lab #3 Recap

• Transform the work environment with autonomy, authenticity and boreout avoidance strategies.

• Leading with Impact: Learning Lab #4 Recap

• Pssst! We’ve got the secret antidote for quiet quitting…

• Leading with Impact: Learning Lab #5 Recap

See all Pre-Launch messages on page 16.

See all Learning Lab messages on page 22.

COMMUNICATION

WEDNESDAY WISDOM MESSAGES

These messages highlight important concepts from the Learning Lab meetings so participants can keep them top of mind.

• How to shift your focus: Emphasizing the right metrics for associate engagement.

• Are you perpetuating ASAP culture?

• Do’s and don’ts to help associates avoid overwork traps.

• Don’t let stress destroy your team!

• Fuel the fire: Harness rest and play to crush burnout!

• Cultivate growth: Transform your team by focusing on strengths.

• Cure the boreout blues: Energize your team with engaging work!

• Are you missing the autonomy factor in your leadership?

• How to foster psychological safety and encourage authenticity in your team.

• A world of thanks: How appreciation impacts performance.

• Strengthen bonds and boost productivity: Unleash the magic of 1-1 check-ins!

• An associate’s manifesto: Unleashing the power of purpose.

MASTERY MEETUP MESSAGES

These messages distribute the Post-course survey links and create interest for the Mastery Meetups.

• Assess your overall progress from Leading with Impact.

• Upcoming Mastery Meetup - [DATE] and [TIME]

• Post-course Survey Link Message

• Final Mastery Meetup - [DATE] and [TIME]

See all Wednesday Wisdom messages on page 32.

See all Mastery Meetup messages on page 44.

MESSAGES

INVITATION TO PARTICIPATE IN THE PROGRAM SUBJECT: You are invited!

Imagine this scenario: You work with people whom you can rely on—individuals who are as committed as you are to doing the job well. You have the time to focus on your highest and best skills, rather than continuously wading through the minutiae of your matters. Your team consistently delivers exceptional results, making clients happy and inspiring them to hire your firm repeatedly. Work stress is manageable, allowing you to sleep easier at night. Team members love working for you, finding their days appropriately challenging and invigorating.

Does this sound too good to be true? It doesn’t have to be.

The firm has partnered with Joychiever, LLC to conduct the Leading with Impact management training program. Leveraging Joychiever’s Hierarchy of Engagement and starting in [MONTH], this program is an innovative, one-year learning experience, designed to revolutionize how partners manage to sustainably drive success for themselves and firm.

The program unveils 12 essential best practices to enhance engagement while reducing burnout. Going beyond foundational management skills like delegation and feedback, it offers you over 80 techniques to elevate your management skills to new heights.

Through expertly crafted eLearning modules developed specifically for law firms, you’ll participate in seven interactive discussion meetings throughout the year, providing you with the opportunity to exchange ideas, debate concepts, and collaborate with peers in a dynamic and enriching learning environment.

What is the time commitment?

Don’t let the “one-year learning experience” scare you. Here is what will be expected with your participation: Prior to the program launch, you will complete two surveys:

o The Leading with Impact Pre-course Survey: The results of the confidential survey provide you with a roadmap to prioritize which of the 12 essential best practices you should focus on. It will also acknowledge what you are already doing well.

o Are you experiencing burnout? Survey: This confidential questionnaire will give you information about your personal level of burnout and where you might be having challenges.

Total time commitment: 30 minutes

• During each of the first five months of the program, you will participate in 3-4 eLearning modules that provide insight and best practices for management skills that increase engagement and decrease burnout. Then each month, you will participate in a 75-minute, Learning Lab with a group of colleagues to discuss, debate and collaborate. You will leave the meeting with two self-determined, specific action items to work on each month.

Total time commitment: 2 hours per month

• Following the Learning Labs, you will participate in two, quarterly Mastery Meetups. These are opportunities to reconvene with the group to share progress, discuss challenges and continue to further your skill development in a group setting.

You will also have an opportunity to complete the Leading with Impact: Post-course Survey two more times so you can assess your adoption of the best practices and receive acknowledgement for your efforts.

Total time commitment: 90 minutes per Meetup

Are you willing to invest 13.5 hours over the course of a year to achieve the imagined scenario?

We hope so because we believe this program will transform the way you manage your team members and help you become a leader people want to work for and follow.

Reply to this message with a YES! if you accept this invitation.

Best regards,

MESSAGE TO KEY STAKEHOLDERS ABOUT THE PROGRAM SUBJECT: Boost the firm’s potential and engagement through the Leading with Impact experience.

[First

Name],

In today’s competitive landscape, law firms must prioritize engagement and professional development to stay ahead of the curve. With only 29% of attorneys reporting engagement at work, we’ve partnered with Joychiever, LLC to address this need through their Leading with Impact program.

This one-year learning experience empowers partners to drive success and foster engagement within the firm. By leveraging Joychiever’s Hierarchy of Engagement and 12 best practices, partners will enhance management skills and create a thriving environment, improving firm success.

Starting in [MONTH], the program combines law firm-specific eLearning modules, interactive meetings, and 80 techniques for increased engagement, reduced burnout, and exceptional results. The time commitment is 2 hours per month for the first 5 months, followed by two, 90-minute commitments during the remaining months, totaling 13.5 hours throughout the year. By implanting the skills taught in this learning experience, partners will create a working environment that will result in the following benefits:

• Partners will be able to work with people whom they can rely on—who are as committed as they are to do the job well.

• They will have time to focus on their highest and best skills, rather than having to continuously wade in the minutiae.

• Their teams will consistently deliver exceptional results that make clients happy— and inspire them to hire the firm repeatedly.

• Work stress will feel more manageable, making it easier to sleep at night.

• Team members will love to work for these partners—finding their days appropriately challenging and invigorating.

Your support is vital to the Leading with Impact program’s success. Listed below are the participants of the program. By championing participation and allocating the necessary resources, we can revolutionize our partners’ capabilities and reshape engagement within our firm.

Please don’t hesitate to reach out if you have any questions or need more information.

Best regards,

[INSERT LIST OF PARTICIPANTS]

WEEK -3: INTRODUCTION TO THE PROGRAM

SUBJECT: Your leadership transformation with Leading with Impact begins soon!

Are you ready to create a thriving work environment where you can rely on a team that shares your commitment to excellence? Can you imagine having the time to focus on your highest and best skills while your team consistently delivers exceptional results, making clients happy and eager to work with your firm again? Would you like to embrace a manageable work-life balance and enjoy the satisfaction of leading a motivated and invigorated team?

Well, get ready to make that dream a reality! The Leading with Impact course begins in a month.

Starting in just a few short weeks, you’ll begin the journey to revolutionize how you manage and sustainably drive success for yourself and your firm. You’ll learn the 12 essential best practices to enhance engagement while reducing burnout, with over 80 techniques to elevate your management skills to new heights.

But this isn’t just any ordinary training program. Prior to the program launch, you’ll complete two surveys to help you prioritize which best practices to focus on and assess your level of burnout. Then, for the first five months of the program, you’ll participate in 3-4 eLearning modules per month and attend a monthly Learning Lab with colleagues to discuss, debate, and collaborate. You’ll leave each meeting with two self-determined action items to work on each month.

But it doesn’t end there. You’ll also participate in two quarterly Mastery Meetups later in the year to share progress, discuss challenges, and further develop your skills in a group setting. And to cap it all off, you’ll complete the Leading with Impact: Post-course Survey twice more to assess your adoption of the best practices and receive acknowledgment for your efforts.

We will be in touch with you each of the next three weeks to prepare you for the journey.

Best regards,

WEEK -2: WIFM FOR PARTICIPANTS AND LINKS FOR PRE-COURSE SURVEY

SUBJECT: Countdown to success: What participation in the Leading with Impact program means for you?

As a partner, managing others can be challenging due to various factors, such as time constraints, limited management expertise, prioritizing client satisfaction, high-pressure work environments, and resistance to change. Constant pressure to keep clients happy, tight deadlines and high expectations can negatively impact management abilities, resulting in a work environment that stifles engagement, motivation, and retention.

Participating in the Leading with Impact management training program, based on Joychiever’s Hierarchy of Engagement, offers numerous benefits:

Enhanced engagement: Understanding these seven essential levels helps you create a work environment where team members are engaged and motivated.

Improved work-life balance: You will learn how to manage workloads and stress levels, promoting well-being for yourself and your team members.

Talent optimization: By focusing on individual strengths, you can ensure your team members are working in roles that maximize their potential and drive growth.

Increased autonomy and trust: You will learn to empower team members, fostering a sense of ownership and trust within the firm.

A culture of care: The training program will teach you to acknowledge and appreciate your team members, allowing them to express their authentic selves in the workplace.

Stronger connections: By fostering healthy relationships and meaningful interactions, you can create a supportive work environment where team members feel connected.

A sense of purpose: The program helps your ensure that your team members understand the impact of their work, leading to increased job satisfaction and fulfillment.

In two weeks, you will be able to access over 80 techniques to achieve these outcomes.

But wait! We need you to complete the Leading with Impact Pre-course Survey. The 15-minute survey will give you insights into what you are doing well and where you need to improve so you can focus your learning on what you need the most.

Please complete the survey by [DATE] and feel free to reach out with questions.

Best regards,

WEEK -1: A MESSAGE FROM A LEADER SUBJECT: Hear what [INSERT NAME] has to say about the Leading with Impact program.

WEEK 0: LAUNCH THE COURSE AND THE LINK FOR THE BURNOUT SURVEY

SUBJECT: Your access to Leading with Impact is GRANTED!

Your learning experience begins, and to kick you off, we ask that you do a couple of things between now and your first Learning Lab on [DATE/TIME]:

• Watch eLearning modules (27 minutes)

o Introduction

o A Glimpse into the Engagement Problem

o Well-being, Burnout and Engagement

o The Framework

• Complete the Leading with Impact pre-course survey (15 minutes), if you haven’t already

• Complete “Are you experiencing burnout?” survey (10 minutes)

To access the eLearning modules, you should have received two emails: 1) Login information for the site that hosts the course, and 2) A link to access the course. If you did not receive these emails, please reply to this message and let me know.

We look forward to seeing you in Learning Lab #1.

Best regards,

MESSAGES

LEARNING LAB #1: TEASER SUBJECT: Why you need to care about burnout and engagement.

HI [First Name],

We look forward to seeing you on [Date/Time] for Leading with Impact: Learning Lab #1. You may think that burnout and engagement are individual problems, but they are also your concerns. As a manager of people, you wield a lot of influence on your associates’ work lives, which directly impacts their burnout and engagement levels.

Burnout leads to decreased job satisfaction, reduced productivity, and increased absenteeism, ultimately affecting the quality of work that the firm produces. Low engagement levels lead to decreased collaboration, lower profitability, and higher attrition rates, all of which can negatively impact the firm’s bottom line. And, all of this directly impacts you.

So, in our first meeting, we’ll discuss the current state of workforce engagement, dive into deeper aspects of burnout, and review Joychiever’s Hierarchy of Engagement that will frame how you can shift your management style to decrease burnout and increase engagement for the benefit of you, your team members, and the firm as a whole.

Before the Meeting

• Watch eLearning modules (27 minutes)

o Introduction

o A Glimpse into the Engagement Problem

o Well-being, Burnout and Engagement

o The Framework

• Be sure to complete the Leading with Impact pre-course survey and bring your results to the meeting

• Be sure to complete “Are you experiencing burnout?” survey and bring your results to the meeting

Let’s work together to make a positive change. Looking forward to seeing you soon!

Best regards,

“Engagement: the emotional commitment that fuels productivity and drives success.”

– Joychiever

LEARNING LAB #1: FOLLOW-UP

SUBJECT: Leading with Impac t : Learning Lab #1 Recap

Hi [First Name],

Thank you for your participation in our first Learning Lab. I wanted to share a summary of the key points we discussed:

• Burnout and Engagement: As a partner, you significantly influence our associates’ work lives, impacting burnout and engagement levels.

• Consequences: Burnout affects job satisfaction, productivity, and absenteeism. Low engagement results in reduced collaboration, profitability, and increased attrition.

• Workforce Engagement: We discussed the current state of engagement and its importance in managing your teams effectively.

• Joychiever’s Hierarchy: This framework helps you adjust our management style to decrease burnout and increase engagement for personal, team and firm benefit.

Please keep handy your Leading with Impact pre-course survey results. and for this month, notice areas where you could adjust your management style. As we work through the course, these insights will be helpful.

Feel free to reach out if you have any questions or additional ideas to share.

Best regards,

“To win in the marketplace, you must first work in the workplace.”

– Doug Conant

MESSAGES

LEARNING LAB #2: TEASER

SUBJECT: Subject: Workload, Deadlines and Always-on Pressure, Oh My!

Hi [First Name],

We look forward to seeing you on [Date/Time] for Leading with Impact: Learning Lab #2

We’ve got a super engaging and eyeopening meeting planned that may test your assumptions and views on the almighty billable hour. Plus, we’ll discuss the fine line between having enough work versus too much work and how to avoid overwork traps. Finally, we’ll explore how you may be perpetuating ASAP culture and always-on pressure.

46% of all stress is caused by workload.

– American Institute of Stress

Before the Meeting, please watch these eLearning modules (28 minutes):

• Emphasize time over value

• Allow workload and deadlines to lead to exhaustion

• Enable always-on pressure

Let’s get together and make some positive changes! Best regards,

LEARNING LAB #2: FOLLOW-UP

SUBJECT: Leading with Impact : Learning Lab #2 Recap

Hi [First Name],

Thanks for joining us at Learning Lab #2! It was great to have you there. Let’s quickly recap the main takeaways from our discussion:

• Balanced Performance Assessment: You’re encouraged to assess employee performance by considering not just the hours worked, but also the quality of work (like meeting deadlines and satisfying clients). This way, you’ll foster a work ethic based on commitment, initiative, and quality.

“Employees who say they often or always have enough time to do all of their work are 70% less likely to experience high burnout.”

– Gallup

• Heavy Workload and Overwork: You know how heavy workloads can lead to burnout and stress. To address this, you can nip overwork in the bud, establish clear priorities, and push back on unreasonable deadlines.

• Alleviating Always-On Pressure: It’s important for you to ease the pressure of always being “on” for your team members. By setting ground rules for responsiveness and availability, you’ll create a healthier work environment. Don’t forget to lead by example and follow those guidelines regarding email responsiveness and off-hours communication. Keep in mind the two actions you’ve committed to this month, and you’ll be on your way to creating a more productive work environment. If you have any questions or want to share more ideas, don’t hesitate to reach out!

Best regards,

MESSAGES

LEARNING LAB #3: TEASER

SUBJECT: The future of work: Are you ready to embrace it?

Hi [First Name]!

We look forward to seeing you on [Date/Time] for Leading with Impact: Learning Lab #3. At our upcoming meeting, we’ll delve into the importance of embracing your team members’ unique strengths and how to make the best part of the job the biggest part of the job, which is essential for fostering an engaged and satisfied workforce. We’ll also discuss how to encourage rest and play in the workplace, as these factors contribute to improved performance and well-being.

Additionally, we’ll address stress management techniques to ensure your team can sustainably care for themselves during periods of heavy workload and client demands. By focusing on these key areas—strengths, rest, play and stress—we’ll l explore how to create a thriving, highimpact workplace that benefits everyone involved.

Before the Meeting, please watch these eLearning modules (29 minutes):

• Capitulate to the strain of stress

• Downplay the criticality of rest and play

• Depreciate the importance of “most joyous” strengths

See you soon!

Best regards,

“The respite effect of a vacation can increase performance by 80%.”

– Mark Rosekind

LEARNING LAB #3: FOLLOW-UP

SUBJECT: Leading with Impact : Learning Lab #3 Recap

Hi [First Name],

Thank you for your participation in our Learning Lab #3. Just wanted to share a quick recap of the main points:

• Joyous Strengths and Job Satisfaction: It’s important to recognize and appreciate your associates’ joyous strengths to boost engagement and job satisfaction. You can encourage the use of these strengths through proactive discussions, tailored assignments, training, and mentoring.

• The Power of Rest & Play: Make sure to prioritize rest, such as breaks, unplugging, sleep, and vacations, for both success and well-being. Remind your associates to disconnect from work when possible and enjoy the benefits of vacations. Don’t forget to incorporate some fun at work to reduce stress and spark innovation.

• Stress Management and Leadership: As a leader, you have a responsibility to prevent and manage stress in the workplace. Support your team members with physical, mental, and practical stress management techniques. Clear away obstacles, set priorities, and provide emotional outlets, creating a healthier work environment.

Remember the two actions you’ve committed to this month, and together, we’ll build a positive and supportive atmosphere that values strengths, rest, play, and stress management. If you have any questions or more ideas to share, feel free to reach out!

Best regards,

“Harness the power of strengths and transform work into a symphony of achievement and growth.”

– Joychiever

LEARNING LAB #4: TEASER SUBJECT: Transform the work environment with autonomy, authenticity and boreout avoidance strategies.

Hi [First Name]!

We look forward to seeing you at the upcoming Leading with Impact: Learning Lab #4 on [Date/Time].

We are going to have an engaging, and maybe controversial, chat about how you can create a work environment that’s not only good but absolutely thriving! We’ll dive into the crucial ingredients of autonomy, flexibility and trust, and how they can make all the difference.

But that’s not all. We’ll also explore strategies that implement decision-making frameworks, allow associates more control over their work lives, and promote authenticity to boost job satisfaction, engagement, and psychological safety. Finally, we’ll address the issue of boreout by offering tips on how to combat boredom with challenging assignments and passion projects.

Before the Meeting, please watch these eLearning modules (27 minutes):

• Allow routine to lead to boreout

• Focus on flexibility rather than autonomy

• Overlook the advantages of encouraging authenticity

See you soon for masterclass on autonomy, authenticity & boreout!

Best regards,

“Focus on autonomy, not just flexibility, to spark engagement and prevent burnout.”

– Joychiever

LEARNING LAB #4: FOLLOW UP

SUBJECT: Leading with Impact : Learning Lab #4 Recap

Hi [First Name],

Thank being a part of Learning Lab #4. Here is a summary of the key points we discussed:

• Autonomy and Engagement: Autonomy is super important for job satisfaction and fighting burnout. You can build trust and boost job control by involving associates in decisionmaking, giving them more control over their work lives, and supporting their choice to decline assignments when needed.

• Authenticity and Psychological Safety: To create a psychologically safe work environment, focus on promoting authenticity. This means actively listening, embracing healthy conflict, and including others in decision-making. Encourage your associates to speak up and be themselves, making the workplace more inclusive and safe.

• Addressing Boredom and Burnout: It’s crucial to recognize that repetitive work can lead to burnout. To tackle this, identify roles prone to boredom, customize assignments based on individual preferences, and provide context for tasks. Boost autonomy, assign challenging tasks, and support passion projects to keep everyone engaged and motivated.

Keep in mind the two actions you’ve given yourself this month, and work together to create a supportive atmosphere that values autonomy, authenticity, and combats boredom. Feel free to reach out for questions or to share additional ideas.

Best regards,

“Talk less, listen more – create a space where every voice is valued.”

– Joychiever

LEARNING LAB #5: TEASER SUBJECT: Pssst! We’ve got the secret antidote for quiet quitting…

Hi [First Name]!

Yep, you heard that right. During our upcoming meeting, you’ll tackle the pesky problem of Quiet Quitting, which is really just a media term for low engagement. It all revolves around purpose, appreciation and connection.

So, you’ll gain valuable tips to help associates answer the question, “How does my work make a difference?,” which has a huge impact on engagement. We’ll talk about power of appreciation and recognition and how you can use both on a daily basis.

“When people feel like they belong at work, they are more productive, motivated and engaged, and 3.5 times more likely to contribute to their fullest potential.”

– Center for Talent Innovation

And we can’t forget about building connections and fostering that sense of belonging. We’ll chat about how you can create an even more supportive work environment through relationship building, engaging check-ins, and connecting the team, even when working hybrid.

Finally, as this will be our last Learning Lab, we will summarize all of your learnings so far and discuss your next steps going forward.

Before the Meeting, please watch these eLearning modules (26 minutes):

• Fail to appreciate and recognize often enough

• Neglect to cultivate connection

• Undervalue the power of purpose

• Summary

Can’t wait to see you at Learning Lab #5 on [Date/Time]! I know we’ll have some fantastic discussions.

Best regards,

LEARNING LAB #5: FOLLOW-UP

SUBJECT: Leading with Impact : Learning Lab #5 Recap

Hi [First Name],

Congrats! You made it through all of the Learning Labs. Here is a quick summary of our key points from Learning Lab #5 and next steps going forward.

• The Power of Purpose: Purpose is crucial for engagement, well-being, and retention. Help your associates find meaning in their work by connecting it to the big picture, aligning assignments with their values, and sharing stories that highlight the firm’s purpose.

• Appreciation and Recognition: Showing consistent appreciation and recognition can reduce burnout and improve satisfaction. Be timely, creative, individualized, and consistent in expressing your gratitude. Understand your team members’ preferences for recognition and make gratitude a part of team meetings.

• Cultivating Connections: To prevent burnout and boost engagement, foster belonging and connection among team members. Encourage intentional relationship building, conduct regular check-ins focusing on both work and personal aspects, and appreciate the impact of a work best friend.

As this is our last Learning Lab, keep your Action Summary sheet and your desired next steps handy and visible while you work. This will help you to remember these concepts on the daily. For the next six months, we will continue to support your efforts.

• Each month you will receive two “Wednesday Wisdom” emails that will remind you of tips and techniques covered during the program and offer other helpful tidbits.

• You will have two opportunities to complete the Leading with Impact: Post-course survey. By completing the survey, you will be able to assess your adoption of the best practices and receive acknowledgment for your efforts.

• You will be invited to two, quarterly Mastery Meetups. These are opportunities to reconvene with the group to share progress, discuss challenges and continue to further your skill development in a group setting. We will send meeting invitations a month prior to the scheduled meetups.

In the meantime, our team is here to support you. As always, feel free to reach out for questions or to share additional ideas.

Best regards,

“A sense of purpose in your work transforms the daily grind into a powerful force for motivation and engagement.”

– Joychiever

WEDNESDAY WISDOM MESSAGE #1

SUBJECT: How to shift your focus: Emphasizing the right metrics for associate engagement.

As a law firm partner, it’s time to reconsider the traditional emphasis on billable hours and amount of time worked. Instead, let’s explore how to highlight and reward the following key performance indicators that truly drive your firm’s success and workforce engagement.

1. Deliverables Produced and High-Quality Work

Celebrate the completion of outstanding deliverables and praise associates who consistently produce high-quality work. Encourage a culture of excellence by showcasing their achievements in team meetings and firm-wide communications.

2. Deadlines Met and Efficiency

Acknowledge associates who consistently meet deadlines and demonstrate a commitment to efficiency. Share their time management strategies and innovative solutions with the rest of the team to inspire others.

3. Collaborative Teaming and Effective Communication

Promote a collaborative environment by recognizing associates who excel in teamwork and communication. Share examples of their successful collaborations and encourage others to follow suit.

4. Happy and Repeat Clients

When associates deliver exceptional client service, make sure to highlight their efforts. Share client testimonials and emphasize the importance of nurturing long-lasting client relationships.

5. Meeting or Exceeding Financial Targets

While billable hours are important, don’t forget to reward associates who contribute to the firm’s financial success in other ways, such as bringing in new clients or identifying cost-saving opportunities.

By shifting your focus to these key performance indicators, you’ll create a more engaging and supportive work environment that fosters long-term success.

WEDNESDAY WISDOM MESSAGE #2

SUBJECT: Are you perpetuating ASAP culture?

Take this quick quiz and write down your responses on a notepad.

When you send an email or message to a coworker, what do you usually expect?

A. A response within minutes

B. A response within a few hours

C. A response within the day

D. A response when they have the chance

How often do you check your work email or messages outside of working hours?

A. All the time, I need to stay on top of things

B. A few times in the evening

C. Only if I’m expecting something important

D. Rarely, I like to disconnect after work

When assigning tasks to your team or coworkers, how do you communicate deadlines?

A. I make it clear that it’s urgent and needs to be done ASAP

B. I give a specific deadline, but emphasize that it needs to be done quickly

C. I provide a reasonable deadline, allowing time for questions or concerns

D. I let them decide when they can complete the task

How do you handle team members who don’t respond to messages or complete tasks immediately?

A. I follow up multiple times and express my disappointment

B. I remind them of the urgency and ask for an update

C. I check in to see if they need help or clarification

D. I trust them to handle their workload and give them space

What’s your approach to work-life balance for yourself and your team?

A. Work always comes first, there’s no time for breaks

B. I try to balance work and personal life, but work often takes priority

C. I encourage a healthy balance, but understand that work can sometimes spill over

D. I make sure everyone takes time for themselves and respects boundaries

Results:

Mostly A’s and B’s: You might be perpetuating an always-on pressure in your workplace. Consider reevaluating your expectations and communication style to create a healthier environment.

Mostly C’s and D’s: You seem to prioritize a balanced approach to work and communication, helping to reduce always-on pressure. Keep up the good work!

WEDNESDAY

WISDOM MESSAGE #3

SUBJECT: Do’s and don’ts to help associates avoid overwork traps.

Don’t: Encourage working extra hours and “do whatever it takes” as the expectation or the norm.

Do: Keep an eye on associates’ work patterns to identify overwork habits.

Don’t: Consider heavy workloads as a rite of passage and fail to provide additional support when needed.

Do: Proactively help associates manage heavy workloads and understand when they are temporary.

Don’t: Allow associates to consistently underestimate the time required to get things done.

Do: Provide guidance on time estimates and task prioritization and encourage associates to account for interruptions and unplanned tasks.

Don’t: Intentionally or unintentionally penalize associates for setting boundaries or saying no when necessary.

Do: Foster a culture where associates feel comfortable saying no when needed.

Don’t: Encourage the mindset that associates must do everything themselves.

Do: Proactively suggest tasks that associates can delegate.

Don’t: Foster a culture where asking for extensions is seen as a weakness or incompetence.

Do: Support associates in requesting deadline extensions when needed.

By addressing these overwork traps and promoting a healthy work-life balance, you can help associates avoid overwork situations and create a more engaged work environment.

WEDNESDAY WISDOM MESSAGE #4

SUBJECT: Don’t let stress destroy your team!

It’s time for a wake-up call! Remember that vital concept we discussed during the Leading with Impact training program: the impact of leadership on team members’ stress levels. As a leader, you wield immense power over your team’s stress, and in a high-pressure work environment, it’s all too easy to let stress run rampant and wreak havoc. But make no mistake - stress is a silent assassin.

Consider the alarming statistics on overwork and stress we shared. Your body responds to stress by unleashing adrenaline and cortisol, bombarding you with unmistakable signals that you’re under excessive strain. These signs infiltrate your body, mood, and behavior. Yet, what’s your typical reaction? You try to push through, believing it’s just a temporary or isolated incident. Or worse, you recognize the stress but do nothing to change course, paving the way for burnout or illness.

As a partner, you must face the critical role you play in managing stress for your team members. Rally your team to conquer stress by honing three essential skills: body mastery, mental mastery, and stress mastery.

• For body mastery, encourage them to unleash their relaxation response through exercise, stretching, or simply taking 10 deep breaths at their desk.

• For mental mastery, guide them in reshaping their thought patterns to reduce stress, uncover the truth in situations, and cultivate gratitude.

• For stress mastery, teach them to seize control of what they can and release what they cannot by setting achievable goals, saying no more often, and steering clear of stressful people and situations whenever possible.

By championing your team members in these areas, you can forge a healthier, more resilient, and unstoppable work environment for your entire team.

WEDNESDAY WISDOM MESSAGE #5

SUBJECT: Fuel the fire: Harness rest and play to crush burnout!

Remember: Rest and relaxation aren’t just for recharging after burnout... they’re your secret weapon to prevent it! Imagine this…

Before: Workdays are long, breaks are few, and burnout is a constant threat. Team members push through exhaustion, feeling guilty about taking vacations and struggling to find moments of fun amidst the workload. They hesitate to take vacations, fearing they’ll be perceived as uncommitted or falling behind on their work.

After: By promoting healthy breaks and encouraging vacations, you help your team proactively stay charged and prevent burnout. Encourage real breaks, where they unplug from work for a bit. Share the fact that taking three or more breaks a day can reduce the likelihood of burnout symptoms by 26%. And they only need to be five minutes! Remind your team of the importance of taking time off. A one-week vacation can boost performance by 80% for six weeks after! Inspire them to make the most of their vacation time without guilt or fear.

Before: The work environment is serious and focused but lacking in opportunities for team bonding and stress relief.

After: Introduce play at work to enhance productivity, innovation, unity, and stress relief. Help your team find the perfect balance between work and play without sacrificing results. Here are some ideas you can share with your team:

• Ask them what they find fun and engaging

• Offer daily pep talks with humor and encouragement

• Celebrate milestones during long projects

• Suggest starting meetings with fun icebreakers (Three truths and a lie, anyone?)

• Encourage team member appreciation days

By supporting your team members in these areas, you’ll create a healthier, more resilient, and unstoppable work environment for everyone. Witness the incredible transformation of your team’s work-life with rest and play!

WEDNESDAY WISDOM MESSAGE #6

SUBJECT: Cultivate growth: Transform your team by focusing on strengths.

Unlocking your team’s potential is key to your success. By honing their strengths, you create a fulfilling and productive environment.

Below is a conversation illustrating how a partner identifies and leverages an associate’s strengths. Take a moment to read through this insightful dialogue and consider how you might apply similar strategies to support your own team members.

Partner: Hey [Associate], do you have a moment? I’d like to discuss something important that could enhance your experience here at the firm.

Associate: Sure, what’s on your mind?

Partner: I’ve been thinking about how we can help you make the best part of your job the biggest part. I believe that by identifying your most joyous strengths, we can create a more fulfilling and productive work experience for you. Are you open to discussing this?

Associate: That sounds interesting. I’m definitely up for it!

Partner: Great! Let’s start by thinking about the deals you’ve worked on recently. Can you recall any assignments where you felt really invigorated and excited to dive in?

Associate: Well, I remember working on that cross-border M&A deal last month. I loved researching the legal and regulatory aspects and strategizing with the team.

Partner: That’s a great example. It seems like legal research and strategic thinking are some of your strengths. Now, let’s consider the context. Are there any situations where you feel more or less comfortable using these strengths?

Associate: I feel most comfortable when I’m working within our team and collaborating with clients. I enjoy the challenge of navigating complex M&A deals, especially cross-border, and finding solutions that meet our clients’ goals.

Partner: That’s fantastic! It’s important to recognize that the same strengths can have different impacts in different contexts. Finally, let’s think about meaning. Are there any strengths or tasks that make you feel like you’re making a real difference or having a significant impact?

Associate: I think my ability to analyze and synthesize complex legal and regulatory information really helps when it comes to drafting transaction documents and negotiating deal terms. I feel like I’m contributing to the overall success of the team and the client.

Partner: That’s wonderful! Legal analysis, drafting, and negotiation are definitely valuable strengths. Based on our conversation, it seems like applying detailed research to complex, cross-border deals and then negotiating terms are some of your most joyous strengths. Going forward, we’ll try to focus on M&A deals and assignments that align with these strengths and provide opportunities for growth in these areas.

This conversation demonstrates how you can engage your associates and other team members to help them and you identify their most joyous strengths so you can help the best part of their jobs become the biggest part.

WEDNESDAY WISDOM MESSAGE #7

SUBJECT: Cure the boreout blues: Energize your team with engaging work!

Once upon a time, in a law firm far, far away, there was an associate named Alex. Alex was a hardworking, ambitious, and highly skilled associate, but lately, something had changed. Their days were filled with monotonous tasks, and excitement seemed like a distant memory. Alex was experiencing the dreaded “boreout” - a state of extreme boredom caused by a chronic lack of challenge and interest in their work.

Alex’s once razor-sharp mind was now dulled by the constant repetition of tasks that were too easy, predictable, and meaningless. Their brain craved novelty, but all they got was an endless loop of the same activities. The motivation that once fueled their success was now replaced by a nagging sense of boredom and dissatisfaction.

As a partner, it’s crucial to recognize and address the boreout phenomenon before it impacts your associates’ performance and mental health. Here are three recommendations to help you prevent boreout and rekindle your associates’ passion for their work:

1. Provide the Bigger Picture: When assigning tasks, explain how they contribute to the overall objective of the client or matter and make a difference. This will increase the meaning factor and help associates connect their work to a greater sense of purpose.

2. Increase Autonomy: Empower your associates by giving them more influence and control over their assignments. Encourage them to take on projects that excite and challenge them, fostering a sense of ownership and personal investment in their work.

3. Enable Passion Projects: Support your associates in pursuing their interests, such as pro bono work or other initiatives that align with their passions. This not only breaks the monotony but also helps them develop new skills and experiences, ultimately benefiting the firm.

By implementing these strategies, you can help your associates overcome boredom, reignite their motivation, and create a more fulfilling and engaging work environment for everyone.

WEDNESDAY WISDOM MESSAGE #8

SUBJECT: Are you missing the autonomy factor in your leadership?

It’s time to talk about autonomy! Most people just think about flexibility in terms of where someone works, but autonomy is where the magic happens. It’s about giving associates the power to decide what, when, how, and with whom they get things done. Autonomy is the key to boosting job satisfaction and fighting burnout. Ready to dive in and make some changes?

To emphasize the importance of autonomy, I propose six “truth or dare” challenges for you to consider:

Truth Challenge: Reflect on your leadership style and identify areas where you could provide more autonomy to your associates. This self-assessment will help you recognize where you can make improvements.

Dare Challenge 1: For the next assignment, involve your associate in the decision-making process of setting deadlines. This will give them a sense of ownership and demonstrate that their input is valued.

Dare Challenge 2: Offer your associates the opportunity to choose which assignments they take on, allowing them to select projects that interest them or provide growth opportunities.

Dare Challenge 3: Encourage your associates to collaborate and make decisions as a team for a specific matter. This will not only promote autonomy but also foster teamwork and communication skills.

Dare Challenge 4: When faced with tight deadlines, ask your associates what they need to get the job done or how the team can best support them. This will show that you value their input and are willing to help them succeed.

Dare Challenge 5: Give your associates the chance to decline an assignment without fear of repercussion, empowering them to manage their workload and avoid burnout. Remember, it’s not about giving complete control but offering more opportunities for input or influence, which can lead to a more motivated and satisfied team.

WEDNESDAY WISDOM MESSAGE #9

SUBJECT: How to foster psychological safety and encourage authenticity in your team.

As you may recall, psychological safety is the ability to speak up without fear of embarrassment, humiliation, or penalty. Here are two scenarios where psychological safety is threatened and suggestions for how to handle them.

Scenario 1: Matt

Matt, who is shy and introverted, is the most junior person on the team. He often feels intimidated by his more experienced colleagues and struggles to find his voice during meetings. Matt is hesitant to ask questions because he worries that his questions might be perceived as a sign of incompetence. Furthermore, his introverted nature makes it even more challenging for him to speak up in group settings, he tends to be more comfortable in one-on-one conversations.

Suggestions for the Partner: To encourage open communication and create a safe environment, the partner should:

1. Start by setting the tone at the beginning of meetings, emphasizing that questions and clarifications are welcome and important for productive collaboration. This will remind the team that it’s okay to ask questions and share their thoughts.

2. Allocate time during meetings specifically for questions, encouraging everyone to participate and ensuring that all team members have the opportunity to voice their concerns without fear of judgment.

3. Actively praise team members who ask questions or seek clarification, reinforcing that it’s a positive behavior and fostering a culture of open communication within the team.

Scenario #2: Sarah

During a document review, a senior associate, John, harshly criticizes another associate, Sarah, for missing a few key details in her analysis. John’s criticism is condescending and dismissive, making Sarah feel belittled and questioning her competence. As a result, Sarah feels attacked and humiliated, leading her to withdraw from future discussions and hesitate to share her ideas.

Suggestions for the Partner:

1. Speak privately with John, emphasizing respectful communication and constructive feedback. Explain the impact of his harsh criticism on Sarah and the team dynamic. Encourage John to have a repair conversation with Sarah.

2. During a team meeting, discuss the importance of constructive feedback and respectful communication. Share examples of effective feedback and encourage mindful tone and language.

3. Foster inclusivity and open communication by:

• Designating meeting times for questions and input.

• Encouraging brainstorming sessions.

• Creating a safe space for sharing thoughts.

• Actively seeking input from quieter team members.

• Recognizing and appreciating contributions.

WEDNESDAY WISDOM MESSAGE #10

SUBJECT: A world of thanks: How appreciation impacts performance.

Once upon a time in a bustling law firm, there was a senior associate named Lisa. She had recently been assigned to a high-stakes litigation matter and was eager to prove her mettle. Over the course of a month, Lisa worked tirelessly, researching case law, writing a persuasive brief, preparing witnesses for deposition, and skillfully taking deposition herself.

As the weeks went by, Lisa began to feel the weight of her workload. However, one day, as she was reviewing her meticulously crafted brief, her supervising partner, Mr. Thompson, stopped by her office. “Lisa, I just wanted to say that your brief is exceptional. Your attention to detail and persuasive arguments will undoubtedly strengthen our case,” he said with a smile. Lisa’s spirits were instantly lifted, and she felt a renewed sense of motivation.

The following week, Lisa was working late to prepare the witnesses for their upcoming depositions. Her teammate, Alex, noticed her dedication and approached her. “Hey, Lisa, I just wanted to thank you for all your hard work on this case. Your thorough preparation has made a huge difference for the witnesses. They feel confident and ready to testify, thanks to you.” Lisa couldn’t help but beam with pride, knowing her efforts were making a difference.

Finally, the day of the deposition arrived. Lisa expertly navigated the questioning, drawing out crucial information to support their case. After the deposition, the client pulled Lisa aside. “I just wanted to express my gratitude for your outstanding work on this case. Your dedication and expertise have given me confidence in our chances of success.”

These gestures of appreciation from her partner, teammate, and client fueled Lisa’s drive and commitment to the case. She continued to excel, ultimately playing a pivotal role in the firm’s victory in court. And so, Lisa’s story serves as a reminder of the power of appreciation in unlocking one’s full potential and fostering success in the challenging world of law. The end.

WEDNESDAY WISDOM MESSAGE #11

SUBJECT: Strengthen bonds and boost productivity: Unleash the magic of 1-1 check-ins!

Did you know that human connection is the secret ingredient to a highly engaged and productive team? Only 31% of workers feel connected with their colleagues, yet those who do are more likely to reach their full potential. As a partner, it’s time for you to step up and cultivate that connection through the power of 1-1 check-ins!

How can you cultivate human connection in our law firm?

One effective way to foster connection, especially in remote or hybrid work situations, is through intentional relationship-building and focusing on the art of the check-in.

Why are 1-1 check-ins crucial?

Loneliness can be as damaging to health as smoking 15 cigarettes a day. Associates who have weekly check-ins with a partner are five times more likely to be engaged. These meetings help build trust, psychological safety, and enhance motivation and engagement.

How can you make 1-1 check-ins work for your team?

Make these meetings personal and engaging by asking thought-provoking questions. This will help build trust, psychological safety, and enhance motivation and engagement.

What are some sample questions to use during 1-1 check-ins?

• How do you feel about your current workload and projects?

• What challenges have you faced recently, and how can I support you?

• Are there any opportunities for growth or learning that you’d like to explore?

• How can we improve communication and collaboration within our team?

• What aspects of your work are you most proud of or excited about?

By embracing 1-1 check-ins, you’ll be empowering your team members and creating a thriving work environment. Don’t miss out on the opportunity to lead by example and guide your associates towards success!

WEDNESDAY

WISDOM MESSAGE #12

SUBJECT: An associate’s manifesto: Unleashing the power of purpose.

An Associate’s Manifesto:

As a law firm associate, I am driven by a sense of purpose. I seek to answer the fundamental questions that shape my career and my life: Why does my work matter? How does it contribute to the greater good? Does my work inspire me and make a difference?

Purpose is the fuel that ignites my passion and drives me to excel in my profession. It is so important that many associates like me are willing to accept lower pay in exchange for a more meaningful and purpose-driven work environment. A strong sense of purpose leads to increased engagement, satisfaction, and commitment.

Sadly, only 44% of employees believe their company’s purpose matters and see how their work contributes to it. As an associate, I desire the following from my law firm:

Proactively highlight and connect purpose for me. Don’t dismiss the importance of purpose as mere touchy-feely sentimentality. Understand the values that drive me and find assignments that align with my “why.”

Acknowledge the significance of my work. Regularly recognize how my efforts contribute to the success of clients and the firm. This recognition fosters a sense of pride and purpose in my daily work.

Share stories that demonstrate the firm’s “why.” By sharing stories that embody the firm’s purpose and values, I can find a deeper connection to my work and the firm’s mission.

Provide opportunities for professional growth and development. As an associate, I want to continuously learn and enhance my skills. Offering training programs, mentorship, and resources will help me grow within the firm and in my career.

By addressing these desires, our law firm can create a culture that embraces purpose, nurtures passion, and empowers associates like me to reach our full potential.

POST-COURSE SURVEY LINK MESSAGE

SUBJECT: Assess your progress to date.

Hello [NAME],

We’re excited to see you at our first Leading with Impact Mastery Meetup next month! We’ll share more details about the meeting soon, but do you remember the pre-course survey you took at the beginning of the program? The one that helped you identify focus areas?

We’d love for you to take that survey again. Just 15 minutes of your time will allow you to see how your skills have grown and pinpoint any areas that might need a bit more attention. It’s a great way to track your progress and make the most of the program!

Click this [LINK] to access the survey.

Looking forward to catching up with you soon!

Best regards,

MASTERY MEETUP #1 TEASER

SUBJECT: Upcoming Mastery Meetup - [DATE] and [TIME]

Hello [NAME],

We look forward to seeing you at the upcoming Leading with Impact Mastery Meetup! This gathering is an opportunity to:

• Share Your Experiences: Exchange insights, discuss challenges, and learn from others’ experiences implementing the program’s skills.

• Assess Progress & Accountability: Evaluate your progress, identify improvements, celebrate achievements, and stay committed to your goals.

• Set goals: Discuss experiences and challenges to set clear goals for future growth and development.

• Network & Collaborate: Connect with like-minded colleagues who share a similar experience.

As a friendly reminder, please complete the post-course survey (if you haven’t already) and review your Action Summary Sheet. Please bring both to the meeting. We’ll use them to facilitate discussions on your achievements, address any challenges, and identify areas where you’d like to focus your efforts going forward. We’re looking forward to catching up!

Best regards,

POST-COURSE SURVEY LINK MESSAGE

SUBJECT: Assess your overall progress from Leading with Impact.

Time flies, doesn’t it? We’re already gearing up for our final Leading with Impact Mastery Meetup, marking the end of our one-year journey together. We can’t wait to see you there and discuss all the progress you’ve made. Keep an eye out for more details about the upcoming meeting!

Remember the pre-course survey you took at the beginning of the program, and then again before our first meetup? It’s time to take it once more. This 15-minute survey will enable you to evaluate your skill development throughout the program and identify any remaining areas for future growth. It’s an excellent opportunity to reflect on your learning journey and ensure you’ve made the most of this enriching experience. Looking forward to reconnecting with you soon!

Best regards,

MASTERY MEETUP #2 TEASER

SUBJECT: Final Mastery Meetup – [DATE] and [TIME]

Hi [NAME],

We’re excited to see you at the upcoming and final Leading with Impact Mastery Meetup! This gathering is a chance to reflect on your journey and celebrate your growth throughout the program. Here’s what we’ll be focusing on:

• Share Your Experiences: Swap insights, discuss challenges, and learn from each other’s journey in implementing the program’s skills.

• Assess Progress & Stay Accountable: Review your progress, recognize improvements, celebrate your achievements, and maintain your commitment to your goals.

• Set Future Goals: Reflect on your experiences and challenges to establish clear objectives for your continued growth and development.

As a final reminder, please complete the post-course survey (if you haven’t already) and review your Action Summary Sheet. Bring both to the meeting, as they will help facilitate discussions on your accomplishments, challenges, and future focus areas.

Looking forward to celebrating your achievements and discussing the next steps in your journey!

Best regards,

LEADING WITH IMPACT SUMMARY WITH IMPACT

MESSAGE

LEADING WITH IMPACT PROGRAM SUMMARY MESSAGE

SUBJECT: Your Leading with Impact Journey - A Year of Growth and Success

Congratulations on completing the Leading with Impact year-long experience! Throughout this journey, you’ve gained valuable insights and skills to help you become a more effective leader. As you continue to apply these learnings, you should notice some incredible benefits within your team:

• Enhanced engagement: You now understand the seven essential hierarchy levels to create a work environment where team members are engaged and motivated.

• Improved work-life balance: You’ve learned how to manage workloads and stress levels, promoting well-being for yourself and your team.

• Talent optimization: By focusing on individual strengths, you can ensure your team members are working in roles that maximize their potential and drive growth.

• Increased autonomy and trust: You’ve learned to empower team members, fostering a sense of ownership and trust within the firm.

• A culture of care: The training program has taught you to acknowledge and appreciate your team members, allowing them to express their authentic selves in the workplace.

• Stronger connections: By fostering healthy relationships and meaningful interactions, you can create a supportive work environment where team members feel connected.

• A sense of purpose: The program has helped you ensure that your team members understand the impact of their work, leading to increased job satisfaction and fulfillment.

We hope you’re as proud of your growth as we are! Keep applying these valuable lessons and continue to make a meaningful impact for your teams and in the firm.

Wishing you all the best in your leadership journey!

Warm regards,

SURVEYS

ABOUT THE PRE- AND POST-COURSE SURVEYS

The Pre- and Post-Course Survey enables you to measure adoption of the skills taught in the program. The survey will be administered three times throughout the year-long experience:

• Two weeks before the program launches

• During month 7 (two months after Learning Lab #5)

• During month 11 (the final month of the program)

You will be able to compare individual and cumulative results to assess the overall impact of the program for your participants, their direct reports and the firm.

The survey is comprised of 36 questions and is administered online. Participants will receive personalized results and guidance after completion of each survey. The response scale for each question is 5-part frequency scale—Always, Often, Sometimes, Rarely and Never, as well as Not Applicable.

SURVEY QUESTIONS

1. I believe it’s important for my team members to feel purpose in their work.

2. I expect team members to work off-hours.

3. I empower associates to make decisions commensurate with their experience level.

4. I make time for my associates to participate in training to grow their skills.

5. I provide a clear deadline for every work assignment.

6. I treat the results that my team members generate with as much or more importance as the hours billed.

7. I monitor my team members’ stress levels.

8. I provide assignments that help associates grow their skills.

9. I encourage associates to offer their opinions on any topic.

10. I express appreciation for the day-to-day work of my team members.

11. I discuss appropriate personal topics with my team members so we can get to know each other in non-work ways.

12. I encourage my team members to take breaks throughout the workday.

13. I am aware which tasks my associates excel at.

14. I accept that there are times when associates may have to decline work assignments from me.

15. I clearly communicate ground rules for expected response times for messages.

16. I discuss how my team members’ work contributes to client or firm objectives.

17. I encourage team members to practice techniques to manage stress.

18. I look at a situation from all perspectives so I can understand different perspectives of what’s “fair”.

19. I thank my team members at the completion of every assignment.

20. I struggle to keep team members’ workloads reasonable.

21. I create fun moments for my team members.

22. I have 1-1 status updates or check-ins with my associates.

23. I take steps to keep associates interested in their work.

24. I share firm stories or strategies to help associates draw connections between what they do and what the firm is striving to accomplish

25. I ensure each team member has the necessary information to perform at a high level.

26. I expect team members to be available 24/7.

27. I support friendships amongst team members.

28. I set deadlines that give team members adequate time to complete assignments at a high level.

29. I discuss methods for managing stress with team members.

30. I discuss what work motivates each associate on my team(s).

31. I enable associates to feel they have control over their work life.

32. I am timely with appreciation or recognition.

33. I struggle to give work that will enable my associates to do what they do best.

34. I encourage team members to be their authentic selves at work.

35. I support team members taking all their allotted vacation time each year.

36. I tell my associates how their work makes a difference.

See sample report on page 54.

SURVEYS

ABOUT THE “ARE YOU EXPERIENCING BURNOUT?” SURVEY

Prior to Learning Lab #1, participants will complete the “Are you experiencing burnout? Survey. The survey should take them 10 minutes or less, and it will give participants an understanding of their own burnout levels. You will invite them to discuss their results in the first Learning Lab.

SURVEY QUESTIONS

1. What does a typical day at work look like?

• I start work (often early), do my work with few breaks, and struggle to end my day at a reasonable hour.

• I work diligently throughout the day, often spending extra hours to stay on top of things, but I also take time to interact with colleagues.

• I’m productive during the day, and take regular breaks throughout the day, including lunch.

2. With my work,

• I regularly see the big picture and how I am contributing.

• I feel like a cog in the wheel without much meaning.

• I know it’s important but would like to understand the bigger picture more often.

3. My most important work:

• Gets appropriate attention every day.

• Is often finished after work hours when I have less interruptions.

• Is a regular struggle to complete.

4. How do you feel about where your firm is headed in the future?

• I’m excited and look forward to being a part of it.

• I am confident but it’s really out of my hands.

• I used to care about my firm’s mission, but after many disappointments, I no longer care or believe in it.

5. How would you describe your sleeping patterns?

• I sometimes have trouble falling asleep or waking up, and only sleep 5-6 hours per night.

• I regularly sleep through the night and get about 7-9 hours per night.

• I often sleep for less than 4 hours at a time.

6. When it comes to my involvement in my organization’s decision making, I feel:

• Frustrated that I don’t have opportunities to contribute or when my input isn’t acknowledged.

• Pleased that I have input into the outcome of decisions.

• Happy that my opinion is welcomed but concerned when it’s not considered.

7. At work, I feel:

• Capable.

• Ineffective.

• Competent and confident.

8. My energy—emotional, mental, and physical levels regularly feel:

• Depleted.

• Energetic and engaged.

• Somewhat diminished.

9. When it comes to receiving feedback or recognition from my team, I feel:

• Appreciated, valued, and heard with frequent feedback.

• My work is recognized, but I could receive more regular feedback.

• Unappreciated without regular, meaningful recognition.

10. When clear expectations are not set for me, I feel:

• Comfortable setting my own expectations or communicating with my team for clarification.

• Like it’s impossible for me to be successful in my role.

• A bit lost, but I’m able to fill in the blanks.

11. I work during the evenings and weekends.

• Most nights and weekends.

• Once or twice every week.

• Only when there’s a significant project to complete.

12. I can be easily irritated with people and inconveniences at work.

• Sometimes.

• Rarely.

• Often.

13. My brain is typically running on:

• Cloudy Weather–I feel some brain fog every once in a while.

• Empty–very hard to concentrate.

• Adrenaline–I’m excited and energized by tasks.

14. I worry I won’t be able to succeed in certain situations or accomplish specific tasks:

• Rarely because I have support from my team.

• With every assignment I receive.

• With some new projects or challenging assignments.

15. I feel bored.

• Regularly.

• Sometimes.

• Rarely.

16. The last time I dreaded going to work was:

• Most Sunday nights.

• Rarely. I love my job!

• More nights than not.

17. I experience stress-related, physical ailments:

• Rarely. I’m pretty healthy.

• Occasionally, when I’m especially stressed

• Chronically.

18. My workflow is:

• Unpredictable, and I feel like I’m constantly in emergency mode.

• Hectic at times but manageable.

• Comfortable. I can handle most things that come my way.

19. I worry that others are disappointed with my performance, even if they don’t say so.

• Rarely.

• Regularly.

• Sometimes.

20. Connecting with colleagues:

• Is not something I care about or try to do.

• Is important to me and something I regularly make time for.

• Is fun when it happens.

21. Most days, I feel like I’m:

• A rockstar.

• Drowning in commitments.

• Managing okay.

See sample report on page 55.

SAMPLE

REPORTS

ARE YOU EXPERIENCING BURNOUT?

TO EMPHASIZE

LEARNING LAB PriorityTakeaways

• Engagement and burnout are real issues.

• Burnout is more than just exhaustion.

• A good leader shares responsibility with their team members and the firm for managing all three elements—well-being, burnout and engagement.

• Joychiever’s Hierarchy of Engagement helps leaders pinpoint where they can improve their management style, as well as identifies where their team members may be struggling on engagement.

PRE-WORK FOR PARTICIPANTS

• Watch eLearning modules

(Total time: 27 minutes)

o Introduction

o A Glimpse into the Engagement Problem

o Well-being, Burnout and Engagement

o The Framework

• Complete the Leading with Impact

Pre-course survey (15 minutes)

• Complete “Are you experiencing burnout?” survey (10 minutes)

FACILITATION TIP #1

Prepare in advance: Participate in the eLearning modules and familiarize yourself with different perspectives to be able to guide the conversation effectively and address any questions that may arise.

1

Tools

• Signs of Burnout

• If Engaged…

• “Are You Experiencing Burnout?” personal report

• Leading with Impact: Pre-course personal report

TO UTILIZE

NOTES FOR THE FACILITATOR

• Question #1 helps you to understand how important the participants find these issues, as well as which aspect really stood out for them.

• Each character in the course is on the path for one of the burnout profiles..

o John – Exhaustion

o Sarah – Cynicism

o Dominique – Inefficacy

• You will receive an aggregate report for all participants who completed the Pre-course Survey so you will know the top three levels each participant will be encouraged to focus on.

• The last question about Joychiever’s Hierarchy of Engagement is optional if you have remaining time in the meeting.

2 3 4 5

LEARNING LAB

1. Of the statistics presented in the module “A Glimpse into the Engagement Problem,” which one was most interesting? Why?

2. Let’s reflect on the elements of burnout—Exhaustion, Cynicism and Inefficacy, and the 5 Profiles. No doubt you’ve seen behavior examples of all these profiles in your team members over the years. Which profile do you think is most prevalent for those whom you manage?

a. Now that you are aware of the profiles, do any of your team members seem particularly susceptible to any of the burnout profiles?

3. Look at your report from the “Are you experiencing burnout?” survey. Which of the burnout elements are you experiencing the most? How does that information strike you?

4. From the pre-course survey, which levels have been suggested for you to focus on? How do you feel about the recommendations?

5. (Optional) Which of the six levels of Joychiever’s Hierarchy of Engagement are the most challenging in managing your team members?

DiscussionQuestions1

LEARNING LAB

TO EMPHASIZE

• Due to the high prioritization of hours, law firm cultures are systemically challenged.

• A good leader emphasizes contribution and impact as much as hours billed.

• A partner plays a major role in controlling workload and deadlines for associates and business professionals.

• It is possible to be responsive and not suffer from always-on pressure. Transparent, upfront, clear communication is the key.

PRE-WORK FOR PARTICIPANTS

• Watch eLearning modules (Total time: 28 minutes)

o Emphasize time over value

o Allow workload and deadlines to lead to exhaustion

o Enable always-on pressure

FACILITATION TIP #2

Be an active listener: Demonstrate active listening by paying close attention to what participants are saying, acknowledging their input, and asking follow-up questions to encourage further elaboration.

2PriorityTakeaways

Tools TO UTILIZE

• Overwork Traps

• Overcome ASAP Culture

NOTES FOR THE FACILITATOR

• There are inherent aspects of a law firm business model that can exacerbate burnout:

1) Billable hour requirements and impacts on compensation and bonuses,

2) The amount of hours, generally, that need to be worked, and 3) A major emphasis on being highly responsive. Therefore, good leaders try to contain the excess hours as much as possible, negotiate and set reasonable deadlines with clients, and avoid perpetuating always-on pressure.

• John and Sarah scenario

o There is no right or wrong answer to this scenario.

o Don’t let this conversation dominate the whole meeting.

o The aim of this scenario is to expose a potential bias by the partner to automatically rate John highly because of the amount of hours he works—on matters, by being immediately responsive, and generally being available 24/7.

o Everyone wants a “John”—highly reliable, always available and super responsive. However, he is on the path to Exhaustion, and odds are high John could suffer a negative consequence. How he is working is not sustainable long-term, and the partner needs to help him see that.

2 3 4 5

LEARNING LAB

1. Aside from hours billed, what results do you highly value?

2. Let’s discuss the scenario with John and Sarah. Who agrees with the eLearning that John should not receive a high bonus?

a. What if I told you that Sarah is more productive than John? Does that change your view about John?

b. If you could only work with one associate, whom would you choose?

3. Which of the Overwork Traps are your team members susceptible to? How can you talk about it with them?

4. Are there ways in which you perpetuate an ASAP culture?

5. Which techniques will you deploy to alleviate always-on pressure?

6. What two techniques will you implement in the next month?

2DiscussionQuestions

LEARNING LAB

TO EMPHASIZE

• Stress is an accepted aspect of being a lawyer. Yet, our bodies were not built to withstand prolonged, chronic stress.

• The participants now have a number of techniques for managing stress that they can suggest to their team members.

• Rest and play are critical components of success—financial, engagement, retention—and are a way to stay charged, rather than recharge.

• Facilitating ways for team members to use and grow their “most joyous” strengths enhances engagement and improves retention.

• Because an individual can perform well at many tasks, it can be challenging to identify what is “most joyous.”

PRE-WORK FOR PARTICIPANTS

• Watch eLearning modules

(Total time: 29 minutes)

o Capitulate to the strain of stress

o Downplay the criticality of rest and play

o Depreciate the importance of most joyous strengths

FACILITATION TIP #3

Encourage participation from all members: Make an effort to involve everyone in the discussion by inviting input from quieter participants and ensuring that no one dominates the conversation.

3PriorityTakeaways

Tools TO UTILIZE

• Stress Clues You Shouldn’t Ignore

• Techniques to Master Stress

• The Criticality of Rest and Play

• How to Identify Most Joyous Strengths

NOTES FOR THE FACILITATOR

• How a partner manages the team has a significant impact on the stress levels of the team members. As a leader, the partner bears responsibility to ensure it doesn’t get too out of control.

• Most partners won’t intentionally discourage R&R but they may not also encourage it. To be a good leader, they need to proactively support it.

• Some may think that play or fun and being a lawyer can’t coexist. Your job during the meeting will be to try to dispel them of this notion. Having fun at work doesn’t mean that the work clients isn’t serious business.

• For the strengths discussion, the emphasis needs to be on

1) Awareness of a team member’s “most joyous” strengths. If a partner is unaware, they need to discuss with the team member. If the team member is unaware, the partner needs to help them find that awareness.

2) It is important to make an effort to provide assignments that lean into the strengths.

3) Don’t let the perceived lack of control of the work that comes in from clients be an excuse for not being able to give assignments towards strengths. While yes, it can be a factor, effort still needs to be made when possible.

2 3 4 5

LEARNING LAB

1. Who has had specific stress conversations with their team members?

a. If Yes, what did you discuss?

b. If No, why not?

2. In what ways have you encouraged team members to manage their stress?

a. What techniques in body, mental and stress mastery resonated with you?

3. For R&R, let’s talk about shifting from thinking it of as a way to recover to a way of staying charged. With this mindset, in what ways will you encourage rest?

4. What ways can you incorporate play into the day-to-day work?

5. Do you have a grasp of your team members’ “most joyous” strengths?

a. How often do you provide assignments that lean into those strengths?

b. How can you direct more assignments towards those strengths?

6. What two techniques will you implement in the next month?

3DiscussionQuestions

LEARNING LAB

TO EMPHASIZE

• Even if a team member is working at a high level, they may still suffer from boreout.

• Autonomy doesn’t mean giving up control. It’s more about allowing for input or influence so team members feel like they have some sort of control over their work lives.

• Encouraging authenticity, psychological safety and fairness are key for engagement.

PRE-WORK FOR PARTICIPANTS

• Watch eLearning modules

(Total time: 27 minutes)

o Allow routine to lead to boreout

o Focus on flexibility rather than autonomy

o Overlook the advantages of encouraging authenticity

FACILITATION TIP #4

Manage disagreements constructively: Address any disagreements or conflicts that arise by encouraging respectful debate, asking for clarification, and seeking common ground.

4 PriorityTakeaways

Tools TO UTILIZE

• Ways to Offer Autonomy

• Authenticity and Fairness

NOTES FOR THE FACILITATOR

• Autonomy is the antithesis of micromanagement so if you know there are micromanagers in the group, some of these techniques may be challenging for them.

• Many people will think they are already doing many of the concepts suggested in these modules, but in reality, they may not be doing enough. So, you will want to probe to open their thinking and nudge to accept new ways of behaving.

• For the Sarah scenario, she may be feeling left out or singled out because she is a single mother. The key here is to not make assumptions and be inclusive of her participation. Let her decide if she is not able to attend the dinner.

2 3 4 5

LEARNING LAB

1. Let’s focus on what team members want input or influence on:

a. When to work

b. Which assignments to accept

c. How many assignments to take on at one

d. Setting deadlines

e. Making decisions

f. Where to work

How can you give your team members more input?

2. Have any of you ever had a proactive and transparent conversation with an associate about saying “No” to a work assignment?

a. Can you appreciate how they may perceive saying “No” as career limiting?

b. Can you get behind the notion that it isn’t? Rather it can be a responsible way to perform at a high level by not taking on too much?

3. Let’s discuss how you can foster authenticity.

a. Talk less, listen more

b. Seek to understand

c. Nip negativity in the bud

d. Embrace healthy conflict

e. Include others in decision making

f. Don’t rush to fix things

4. Which of these have you deployed in the past?

5. What two techniques will you implement in the next month?

4DiscussionQuestions

LEARNING LAB

TO EMPHASIZE

• Partners may be recognizing team members but not necessarily appreciating them or expressing appreciation often enough. Partners have both recognition and appreciation available to them.

• Strive to appreciate the small or day-to-day things regularly, even if obvious.

• Check-ins may not be direct responsibility of the partner, but they should try to do them anyways, especially with hybrid team members. It’s the most effective way to create connection.

• Purpose is all about the WHY for the team member, and a good leader answers the Why? question regularly.

• As this is the last Learning Lab, emphasize their takeaways from the program.

PRE-WORK FOR PARTICIPANTS

• Watch eLearning modules

(Total time: 26 minutes)

o Fail to appreciate and recognize often enough

o Neglect to cultivate connection

o Undervalue the power of purpose

o Summary

FACILITATION TIP #5

Keep the discussion on track: Gently steer the conversation back to the main topic if it starts to veer off course, and use time management techniques to ensure that all important points are covered.

5PriorityTakeaways

Tools

• The Difference and Necessity of Appreciation and Recognition

• The Art of the Check-in

• Cultivate Connection Through Virtual Meetings

• Values Sort Exercise

• Work Values Inventory

• Action Summary Sheet

TO UTILIZE

NOTES FOR THE FACILITATOR

• Solving Quiet Quitting is both the responsibility of the associate and the partner.

• Emphasize all of the small or day-to-day ways to express appreciation, as well as the impact it can have on the business.

• While 1-1 Check-ins may not be the express responsibility of the partner, it doesn’t mean they shouldn’t have them. Even if only 15-30 minutes per week, check-ins have a major impact on connection and engagement.

• Highlight the Cultivate Connection Through Virtual Meetings tool.

• Make sure to save time to discuss the personal impact of the program for each person so far. Acknowledge mindset shifts and new skill adoption.

2 3 4 5

1. “Quiet Quitting” is an engagement problem involving appreciation, connection and purpose, or lack thereof. While a team member’s attitude is owned by the team member, you also have culpability in a Quiet Quitting situation.

2. How often are you expressing appreciation of your team members?

a. In what ways can you do it more often?

3. Who does weekly check-ins?

a. (For those do conduct check-ins) How do they go? What do you discuss?

b. (For those who do not conduct check-ins) Why not? Can you see the value of holding them?

4. How do you help associates answer the WHY questions?

a. How does what I do matter here?

b. Why am I doing the work that I’m doing?

c. Does this work inspire me?

d. Does my work make a difference?

5. How has participating in this program for the last six months impacted you?

6. Pull out your Action Summary Sheet. Which areas do you want to focus most on going forward?

5DiscussionQuestions LEARNING LAB

MASTERY MEETUP

TO EMPHASIZE

• How the partners’ mindsets and skills have changed and improved.

PRE-WORK FOR PARTICIPANTS

• Complete the Leading with Impact Post-course survey

• Review Summary Action Sheet

NOTES FOR THE FACILITATOR

• Focus on growth, even if in small ways.

• Incent partners to share detailed examples or stories to illustrate how they’ve implemented the concepts.

• Acknowledge improvements in the survey.

FACILITATION TIP #6

Summarize key points: Periodically summarize the main points and insights from the discussion to help participants retain the information and maintain focus.

• Post-course Survey Report

• Action Summary Sheet

1 DISCUSSION QUESTIONS

1. Of the areas you said you wanted to focus on most when we last met, how has it gone?

2. What challenges have you faced?

3. What changes do you see in the post-course survey results?

4. What two areas do you want to focus on going forward?

MEETING NOTES 1

TO EMPHASIZE

• How the partners’ mindsets and skills have changed and improved.

PRE-WORK FOR PARTICIPANTS

• Complete the Leading with Impact Post-course survey

• Review Summary Action Sheet

NOTES FOR THE FACILITATOR

• Focus on growth, even if in small ways.

• Incent partners to share detailed examples or stories to illustrate how they’ve implemented the concepts.

• Acknowledge improvements in the survey.

FACILITATION TIP #7

End on a positive note: Conclude the discussion by thanking participants for their contributions, highlighting key takeaways, and discussing any follow-up actions or next steps.

• Post-course Survey Report

• Action Summary Sheet

2MASTERY MEETUP

DISCUSSION QUESTIONS

1. Of the areas you said you wanted to focus on most when we last met, how has it gone?

2. What challenges have you faced?

3. What changes do you see in the post-course survey results?

4. Now that you’ve had the full experience of the program, how has it been most helpful for you?

MEETING NOTES 2