Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA

Building people-first leaders. EVP @morewellgroup · MBA · MSHRM · MSML · Cornell CBA. Coach energy. Always rooting for your growth.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@HarvardBiz Mixing experience levels also gives people someone to learn from rather than someone to measure themselves against. Leaders can help by naming how each person's strengths complement the others.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@LeeReitz52 The Voice is a great example, Lee. Coaches pair praise with one specific thing to try next, and that mix of encouragement and clarity is what builds confidence. Good thought!

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

Most leaders listen just long enough to start solving.

That feels helpful. It often isn't.

Ask one more question before you offer a fix. You'll hear the real issue — and they'll leave more capable, not more dependent.

What's the best question you've asked in a tough conversation lately?

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@jacobm The distinction between output and accountability is useful. As automation expands, role clarity should reward judgment, escalation, and ownership—not agent counts. That gives people a fair path to grow into leadership without confusing scale with stewardship.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@HarvardBiz Efficiency matters, but optimizing every minute can quietly remove the slack teams need to learn, recover, and handle exceptions. Where does efficiency create capacity—and where does it simply transfer strain to people?

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@lennysan These shifts make skills visibility and internal mobility more important than static job titles. How are teams balancing immediate AI capability needs with developing adjacent skills in current employees?

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@HarvardBiz Fractional leadership can add focus, but clear decision rights keep work moving between visits. Naming which calls stay with the team—and when to escalate—helps avoid handoff gaps. What guardrail has worked best for keeping ownership clear?

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@CoryGeffre That’s a useful reminder: observation can challenge assumptions, and small trials let the people doing the work show what improves. What low-risk process would you test first?

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@LeeReitz52 That’s a thoughtful point, Lee. Clear expectations and specific positive feedback give people both direction and confidence. Recognition works best when it’s tied to observable actions. What helps managers keep that feedback timely?

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@CoachGoldsmith Humor makes hard conversations easier to hear. A team that can laugh together usually trusts each other enough to say the difficult thing too.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@CoryGeffre Pairing confidence with humility is a healthy check on each other: confidence without humility gets blind, humility without confidence gets timid. Making it a team habit, not just a personal one, seems like where the printable kit could help.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@LeadClearly1 That question works both ways. Managers who answer it with specifics, rather than vague hopes, make it far easier for people to act on feedback. Clear expectations are often the kindest form of feedback.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@patricklencioni Teams that have ideas and execution but still stall are a good reminder that the gap is often in a stage nobody owns. Naming which stage is missing seems like the kind first step. Which stage do you see teams skip most?

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@LizWiseman Bias toward impact is a helpful frame. When only a few things matter most, people get room to think and do their best work. What's one thing a leader can stop asking for this week to create that space?

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

Greenleaf's test for a leader isn't about the leader at all:

"Do those served grow as persons?"

Quick check:
- Are people bringing you better questions?
- Making calls without waiting on you?
- Is someone ready for your seat?

If not, the team may be performing. It isn't growing.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@HarvardBiz The end-to-end lens matters here. Saving minutes in the first step can move work downstream into review, exceptions, or lost learning. Leaders should measure cycle time and quality across the whole workflow—not just the task AI touched.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@Gartner_inc A useful reminder that workforce plans should start with the capabilities strategy will require, then test assumptions with the people closest to the work. What helps organizations refresh that picture often enough to act before a gap becomes urgent?

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@PeopleHum Well put. A named owner turns a good intention into a commitment people can actually count on. Thanks for adding to this.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@LeeReitz52 Collaborative habits matter in hiring, but I would pair that with clear behavioral expectations and fair, specific feedback. Keeping the focus on observable impact gives people a chance to grow without lowering the bar for the team.

[Brandon Shankle, MBA, MSML, MSHRM, SHRM-WIC, CBA @bkshank]

@bryanhoward That's a sharp point: 'sounds good' can hide real doubt. Asking people to name one risk or one thing they'd change makes honesty feel safer than agreement.