The 7 C's of Relationships - Calendar

The 7 C's of Relationships - Calendar

"If it's on the calendar, it gets done! " That's true, but these are our people we're talking about... Your calendar isn't just a scheduling tool — it's a double-edged sword that can both prioritize people by being intentional about them, and also diminish them by treating them like a task to be completed. Our calendars are huge windows into our relationships. Understanding how our people are showing up on them reveals how much we actually prioritize them as people. In this episode, Chris and Brad take their walk-and-talk into the next installment of the 7 C's of Relationships series, unpacking the messy truth that more time on the calendar doesn't automatically mean a deeper connection. There's a difference between rigid, transactional scheduling and intentional, relational use of time — including how margin, flexibility, and even spontaneous check-ins communicate care in ways that giving more chunks of time ever could. Whether you're a natural planner who thrives on structure or someone who bristles at rigid time blocks, this conversation will challenge how you look at those meetings, touch points, and open slots on your calendar. Top 5 Key Takeaways: - Your calendar is a measurement tool: how and when someone shows up on it reflects how much you're prioritizing that relationship — whether you mean it to or not. - More time isn't automatically better. A weekly meeting with your boss might get more hours than a close friend, without the relationship being any deeper. - Building in margin (not overscheduling every minute) gives you room to extend time when a conversation actually needs it — and that flexibility communicates care. - Rigid, identical time slots can make people feel like just another task to check off, even when you're genuinely trying to invest in them. - Small, unscheduled touches — a quick text, a spontaneous call — count as "calendar moments" too, and they balance out purely transactional check-ins. Plan to take a walk with the guys and call it a date!

The 7 C's of Relationships - Context

What actually makes a relationship tick - and why do some connections fade the moment circumstances change? In this episode, Brad and Chris kick off their new series on the 7 Components of Relationship with the first "C" - Context. Whether it's a shared workplace, a carpool, a hockey team, or a life experience like illness or loss, context is the invisible engine powering most of our connections. And once you understand it, you'll never look at your relationships the same way again. From the colleague you'd follow to a new city, to the instant bond formed between two strangers who've faced the same hardship, the guys unpack how context works at every level - current, historical, and life-based. They also get practical: how can leaders intentionally create or shift context to strengthen their teams? Key Takeaways - Context is one of 7 measurable components of any relationship - and it works as a powerful accelerant when shared, or a barrier when lost. - There are three layers of context: current (shared spaces/activities), historical (past shared experiences), and life context (shared life circumstances). - When context changes, relationships often change with it - and that's not a failure; it's just how human connection works. - Leaders can intentionally engineer context to increase team connection through simple tweaks like shared lunches, clubs, or cross-department collaboration sessions. - Context alone doesn't tell the full story of a relationship, but it gives you a huge piece of the puzzle, and it's always a great place to start. Grab your walking shoes and join the conversation!

Rewarding Relationally

Because we don't all scream for ice cream... What if the way you're rewarding your team is actually driving them away? In this candid conversation, Chris and Brad dig into one of leadership's most overlooked blind spots — the disconnect between how leaders think they're motivating their people and what their people actually need. From promotions that backfire to bonuses that feel hollow, they unpack why the go-to rewards (money, titles, or even ice cream) often miss the mark entirely. Whether you're managing a big team or a small one, you'll be challenged to rethink how you're appreciating your people. The guys make the case that relational leadership isn't just "nice to have" — it's the difference between a team that stays, grows, and thrives, and one that quietly walks out the door. Key Takeaways • Money is a very limited currency. Compensation matters, but when it becomes the only reward, you've unintentionally built a culture where loyalty is for sale to the highest bidder. • A premature promotion can be a punishment in disguise. Elevating someone before they're ready — without support or preparation — doesn't actually reward them, it isolates them. • Different people are driven by different currencies. One person wants a raise. Another wants to lead a project. Another just wants more of a voice at the table. Assuming everyone values the same reward is one of the most common (and costly) leadership mistakes. • Relational equity is your best retention strategy. A great culture is so valuable that people will turn down higher-paying opportunities to be part of it. Being known, valued, and invited into the conversation is a reward that money simply can't replicate. Join the guys on the path for another great chat!

Rest & Relaxation...a Rebuttal

It sounds so great! So why isn't it working? Have you ever come home from a holiday feeling like you need another one? There's a reason for that, and it's not because you didn't get enough sleep. While we can take a break from the tasks and even the challenges of work, what we cannot do is leave behind who we are as leaders. We don't become different people on a weekend away. Everything we believe about ourselves and those we lead gets packed up and brought with us. So what do we actually need from our time away? And how do we come back ready to be the best leaders we can be? Well, we weren’t entirely sure, so we put on our shoes, hit the path, and ended up questioning one of leadership culture's most overused words: balance. What we dig into: * Why the standard R&R philosophy often doesn't deliver what it promises, and the questions we should be asking instead * The uncomfortable difference between resting and running away (and only you know which one you're doing ;) * Why the healthiest way to reset and refocus isn't more time alone, and the relational solution to this Come with us for a walk and a conversation about a sustainable leadership lifestyle built on rhythms, honest self-reflection, and ensuring the right people are alongside you.

A Puzzle in a Puzzle

It’s just leadership - so easy even a child can do it! In this episode, Chris and Brad unpack a rich and relatable analogy for what it truly means to lead people well - helping a child do a puzzle. Through this picture, they explore the heart of relational leadership: coming alongside people, reading their needs in real time, and empowering them to succeed without doing the work for them. Key Takeaways * The Puzzle Metaphor - Leadership isn't about getting the puzzle done. It’s about helping the other person learn that they can do it. The goal is to build confidence and capability, not just complete the task. * Coming Alongside, Not Standing Above - The posture matters. Like sitting beside a child doing a puzzle, relational leadership means being present, engaged, and on the same level. * The Balance of Too Much vs. Too Little - Great leaders find the sweet spot between doing too much (robbing people of the win) and being too hands-off (leaving people to flounder). This is the real work. * Letting People Own the Win - People may never realize how much you helped them, and that's a good thing. The goal is for them to say, "I did this!” and for our egos to truly celebrate them. * The Learner becomes the Leader - Every leader was once the child doing the puzzle. And just like older siblings naturally pass on what they learned, leaders who were led well will lead others well in return. * From Doing to Developing - The hardest transition in leadership is moving from being the best at the task to empowering others to do the task. We have to be really intentional about becoming great developers of people. Now let’s put the pieces together. Join us for a walk and a great conversation!