You don’t have to stay where you no longer feel fed, nurtured, or seen. Maybe that distance or separation happens organi

You don’t have to stay where you no longer feel fed, nurtured, or seen. Maybe that distance or separation happens organically: Fewer texts, calls, and check-ins. Or perhaps it is more intentional in a final letter, voice note, or FaceTime.

Hi, I’m Dave and I coach founders that want to become great CEOs. Over the last 10 years, I’ve co-founded three VC-backed companies, invested in startups as a VC and Angel investor, and mentored hundreds of startups with Google and Techstars. Learn more about working with me at Dave-Bailey.com.

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l programming languages, like C# and Java, throughout their existence have managed to make their way in almost all areas of programming applications. So it seems pretty hard to compete with them. Sure it is, but Go doesn’t actually try to do that. It was designed for a specific purpose in mind, so it is by definition not a general purpose language.

You can follow exactly the same format for this question. Remember, the objective is to listen, not solve, and the facilitator’s role is to make the environment safe enough for everyone to share their grievances without the risk of being shot down.

Have that discussion. Ideally, you’ll come away with one change all team members can agree and commit to . . . for one week only. Why one week? Because (a) you don’t know if your improvement will work, and (b) virtually everyone can commit to one week.

You don’t have to stay where you no longer feel fed, nurtured, or seen. Maybe that distance or separation happens organically: Fewer texts, calls, and check-ins. Or perhaps it is more intentional in a final letter, voice note, or FaceTime.

Every time you don’t share how you’re feeling with a colleague, you’re taking out emotional debt. You’ll have to pay it back eventually, but it will cost you more to have the conversation later rather than sooner.

The strange truth about emotionally-charged issues is that sometimes just being listened to solves the problem. Not always, but often. The question is, can you afford to take one hour out of your week to listen to your teammates? Or rather, can you afford not to?

You might be tempted to start a round-robin session with the negatives — but I encourage you not to. Starting with the positives instead promotes a grateful and appreciative mindset. It helps people stay upbeat and avoid catastrophising when they come to discuss what isn’t going well.

One-by-one, each person gives a single, specific, one-sentence answer to the question, ‘What went well?’ Once everyone in the room has done this, go around again . . . and again, until people have voiced everything that’s gone well.

Hi, I’m Dave and I coach founders that want to become great CEOs. Over the last 10 years, I’ve co-founded three VC-backed companies, invested in startups as a VC and Angel investor, and mentored hundreds of startups with Google and Techstars. Learn more about working with me at Dave-Bailey.com.

I know the pandemic is keeping everyone at home, home working is becoming the new normal for many of us, and it is hard to find good presential training these days, but it does not mean that you need to stop learning!

At the end of this session, tally up the number of good things and bad things, and share them with the team. ‘This week, there were 31 things that went well, and 24 things that went less well.’

Emotional debt accumulates rapidly on every team, and your leadership team is no different. Sadly, there’s no Xero or QuickBooks keeping track of the debt and it’s pretty invisible, particularly to leaders.

Round-robin retros can help you and your team have vulnerable conversations—and this builds trust and connection. Brené Brown captures it perfectly in her book Daring Greatly: