Michael VanDervort (00:00)
Good afternoon. This is Michael VanDervort, and we are back for another episode of our Next 52 Weeks series. I’m here with Phil Wilson today. We’re going to talk about designing supervisory training and approachability, the one ring of leadership.

You wrote a book a few years ago, The Approachability Playbook, and you call approachability the One Ring of Leadership. What do you mean by that?

Phil Wilson (00:25)
I didn’t start out intending to be a leadership consultant. I was a labor lawyer. I worked on many cases where leadership was at the core of the problem. I saw a lot of struggling leaders. We even developed supervisor training, but I never felt like I had seen anything that really solved the issues.

That sent me on a journey to figure out what separates leaders who succeed from those who fail. I had this notion that there was one foundational thing. If you solved that, everything else would fall into place. After a lot of research and conversations, I landed on approachability. That became the foundation of the training, then the book, and now the work we continue to build on today.

Michael VanDervort (01:56)
Define approachability for us.

Phil Wilson (01:58)
In our model, approachability has three components. The first is creating the right space. That means openness and availability. The second is right feeling, which is seeking to understand and showing understanding. The third is support, or right action.

All three have to be present before your team sees you as safe to approach with questions, concerns, or ideas.

Michael VanDervort (02:45)
Approachability is a strong preventive tool against union campaigns. But in the Next 52 Weeks context, maybe that wasn’t in place. How do we apply approachability now?

Phil Wilson (03:04)
Most union campaigns start with leadership failure. You usually have a mix of supervisors. Some are strong, some are okay, some are struggling. Some people are naturally approachable. Others have to work at it.

Post-campaign, a lot has already happened. Leaders have communicated more than ever. You’ve identified where the gaps are. Now the question is what to teach and how to develop supervisors who aren’t naturally strong while also helping the stronger ones get better.

This applies even if you’ve never had a union campaign. You still need to evaluate supervisory talent and fill the gaps. Approachability is a great place to start.

Michael VanDervort (04:55)
How do you teach approachability, especially when it doesn’t come naturally?

Phil Wilson (04:59)
First, let’s talk about what approachability is not. It’s not being everyone’s best friend. It’s not being extroverted or overly friendly. You can be tough and still be approachable. You can hold people to high standards and still be approachable.

It comes down to those three pillars. Openness means availability and behavior. Do you act like someone is an interruption, or are you glad to see them? Understanding is about listening and empathy. Support is about doing what you say you’ll do and being trustworthy.

These are very teachable behaviors. You don’t have to master everything at once. You practice what you’re already decent at and add new tools over time. We’ve seen leaders improve significantly through this approach.

Michael VanDervort (07:30)
You talk about three simple questions approachable leaders ask. What are they, and why do they work?

Phil Wilson (07:35)
The three questions are: Do you have what you need? What would make work better? And what’s next?

The first assumes people want to succeed. The second focuses on reducing friction. The third is about development. You don’t need the exact wording. The intent matters.

There are also three unasked questions employees want answered. Do you like me? Do you think I have what it takes? And do you think I’m worth the effort?

Michael VanDervort (09:31)
You’ve talked about reframing preconceived notions. In a post-election environment, how do leaders rebuild relationships?

Phil Wilson (10:10)
There’s a good chance leaders weren’t great before the election. Bridges may need rebuilding. People will be skeptical. That skepticism is a gift.

One of the most powerful leadership moves is asking for feedback. Acknowledge past mistakes. Ask people to tell you when you slip. If they see you trying, they will help you and give you grace.

Michael VanDervort (12:46)
Admitting the situation and listening can be transformative if you follow through.

Phil Wilson (13:28)
Exactly. It’s simple, but it’s hard. It’s the knowing-doing gap.

Michael VanDervort (13:31)
Why do traditional training programs struggle with that gap?

Phil Wilson (13:35)
Because people try to do everything at once. We break it down. Leaders identify one high-impact behavior and commit to it for 30 days. Then they stack the next one. That’s how habits change.

Michael VanDervort (15:38)
That varies by individual.

Phil Wilson (15:42)
Exactly. And these behaviors apply at work and at home. Pick where it will have the biggest impact.

Michael VanDervort (16:54)
In a site recovery situation, how should leadership approach supervisor development?

Phil Wilson (17:25)
Not everyone is meant to lead people. Some need to be moved to a better-fitting role. Others may need to exit leadership entirely. Leadership must be committed to approachability at every level.

Michael VanDervort (19:36)
Are there practical ways to assess leadership skills beyond saying “be approachable”?

Phil Wilson (19:48)
Watch behavior. Do people approach the leader? Does the leader bring employee ideas upward? Are they operating from a hero or villain mindset? Those signals tell you a lot.

Michael VanDervort (22:30)
What role should frontline supervisors play in communications?

Phil Wilson (22:38)
They must be part of the communication plan. Supervisors should be one of the touchpoints. Prepare them, rehearse answers, and make them owners of the message.

Michael VanDervort (24:47)
How do you reinforce these behaviors over time?

Phil Wilson (25:01)
Training can’t be one and done. Bring leaders together regularly. Talk about what worked, what didn’t, and what they’re focusing on next. It doesn’t have to be fancy. It just has to be consistent.

Michael VanDervort (27:31)
Measurement and reinforcement matter too.

Phil Wilson (28:03)
Yes. You can measure turnover, engagement, suggestions, and feedback. But the most powerful tool is storytelling. Highlight leaders whose teams feel safe and perform better.

Michael VanDervort (29:46)
Any final thoughts?

Phil Wilson (30:06)
If you get this one thing right, everything changes. Strong supervisor relationships prevent union problems, improve performance, and operationalize culture. If this foundation isn’t right, everything else crumbles.

Michael VanDervort (31:24)
That’s a great place to end. Thanks, Phil.