As a coach, ops people and CoSes ask me all the time: "Regina, how do I get my CEO or leader to trust me more? How can I build that relationship better?"

There is one principle to embrace, and it's stupidly simple.

Be the person that manages up.

More on how to do it: CEOs are constantly stressed. They have endless 1-1s, meetings, memos, and decks - the list is endless.

Don't create more work for them. Create leverage for them.

If you can anticipate what your CEO needs, they'll see you as a tall, refreshing glass of water in a dry desert.

1/ One of the hardest things CEOs have to do is cause their team to give great feedback to each other.

Here's a thread on how I coach people to do it 🧵 2/ First, what is absolute feedback?

Absolute feedback is when someone communicates in clear terms how someone is performing using a scale of 1-5 (3 is "meets expectations.")

Anything lower means they're underperforming.

Anything above means they're an outstanding performer.

1/9

BIAS TOWARDS ACTION

As an operator, one thing I've found massively helpful in my output is having a bias towards action.

But what exactly is BTA? And how do you cultivate it? 🤔

I've written an article on exactly this. 👇

Bias towards action contains four steps: 2/9

STEP ONE

Are *you* the one that needs to do the action?

For every request you say yes to, you're saying no to something else. Is that trade-off worth it?

Below are two questions you can ask yourself if you're a manager or IC: