Ep 68: Uncomfortable Leadership Questions

Guest Bio:

Spencer Morris is a seasoned leader with over 17 years in the Skilled Nursing industry, including 12 years as a licensed nursing home administrator. He founded Pathway Consulting to help leaders and teams gain clarity, strengthen alignment, and build high-performing cultures. With deep expertise in operational excellence and intentional leadership, Spencer empowers organizations to create lasting, positive change.

Much of Spencer’s career was spent in long-term care - first as a Marketing Director, then Executive Director, and later a Regional Director of Operations. Those experiences made it so clear that the teams that excelled through challenges were those that made an intentional focus on developing leaders and creating the right culture. He then started Pathway Consulting to support teams in doing just that - bringing the same focus to growing leaders and creating special cultures!

Follow Spencer Morris on LinkedIn: https://www.linkedin.com/in/spencer-morris1

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Episode Highlights:

Spencer Morris answered some of Crista and Matt’s hard questions about leadership. The below 5 pieces of advice were shared in detail to help you foster caring and competent leadership in your org. Check out more of Spencer’s resources at: pathwayconsultingservice.com

1. Implement the "Feedback Sesh"

Move beyond one-sided performance reviews by building a two-way feedback loop into your regular one-on-one meetings.

• The Structure: Dedicate 10 minutes at the end of every meeting.
• Top-Down: Provide specific, constructive feedback to the employee.
• Bottom-Up: Explicitly ask, "What feedback do you have for me?" or "How can I better support you this week?"
• The Goal: Normalize feedback so it becomes a natural part of the culture rather than a "scary" or "punitive" event.

2. Use the "Sandwich Method" for Hard Conversations

When you need to deliver corrective feedback, wrap it in authentic positivity to ensure the message is received without destroying morale.

• The Crust (Start): Begin with genuine praise for a recent win or a consistent strength.
• The Meat (Middle): Address the specific area that needs improvement clearly and directly.
• The Crust (End): Reiterate their value to the team and your confidence in their ability to improve.

3. Audit Your Investment Before Firing

Before letting a subpar leader go, ask yourself three "Accountability Questions" to ensure the failure isn't organizational:

• Tools: Have we given them the specific resources and training needed for this role?
• Clarity: Have we clearly defined the measurables they are responsible for?
• Follow-up: Have we had regular conversations about their performance gaps, or would a termination be a surprise to them?

4. Explicitly Link Accountability to Care

To avoid appearing "cold" or "corporate" when enforcing standards, use "The Care Pivot" in your language.

• The Script: Literally say: "I am holding you to this high standard because I care about your success and your professional growth. If I didn't care about your future here, I wouldn't be having this hard conversation with you."

5. Measure "Multiplier" Metrics

Shift how you evaluate your managers. Instead of just looking at their individual output (lag measures), look at their "multiplier" effect:

• The Metric: Is the leadership capacity of their subordinates increasing?
• The Indicator: Are the people reporting to this leader getting promoted, taking on more responsibility, or improving their own skill sets?
• The Red Flag: Is there high turnover or a "stagnant" team under a specific leader?