I have spending a lot of time thinking about how I can improve myself with the techniques you discuss on the podcast.
I’m 23, never had any directs, and work in a start-up. The remainder of this post goes in to some questions I have surrounding the execution of things like coaching, feedback, and delegation when your directs may be older then you, and have had more experience.
I am heading to new start-up (only 12 people) in May. There's a certain energy that surrounds them that I don't feel is there when I speak with friends (e.g., mid-level directors) that work for mid to large-sized organizations (IT outsoucers, banks, etc).
The culture of a start-up is not yet fully developed, the politics are testy (founder syndrome, new CEO / management, VC's, etc), the team is (hopefully) really smart, and the goal is to "just get stuff done". I feel it can be tough to execute on things like coaching, feedback, reviews, and more -- especially when you are young and not have in the back of their minds, "yes, he/she can say this because they have 20-30 years experience".
I truly feel it is a matter of relationship building and trust, as you say. But, without that experience, it may much longer to build enough wins to be able to reliably construct those relationships; especially when you don't have much experience, no degree or certifications, etc...
How can a first-time / young manager (in a start-up) deliver feedback, coaching, and O3’s, without making their team feel slighted? Having folks walk away from something like delegation thinking, "why do THEY get to tell me what to do -- they are younger than me", or, "they haven't done this as long as I have, and don't have my degree", or something of that nature.
All things being equal, I will come up against this in my career, and feel it may benefit others that are in the same scenario.