Prior to starting my own coaching business several years ago, I spent 3 decades in the retail industry, working as an Officer/Executive for several well-known companies. Throughout that time, I was privileged to be mentored by many terrific bosses who recognized potential in me that I didn’t always see in myself. They were, as one boss stated, my biggest cheerleaders and my biggest critics, which combined to create a development path for me that was beneficial and painful, often in equal measure, yet always intentional.
Yet during that same span of my retail career, I also worked for some bosses that managed (vs. led) with the idea that people could develop on their own if they had the initiative to do so and were observant about what was happening around them. The idea was that just simply being in the environment would be conducive to learning and growth. And while top talent will usually find a way to develop themselves, this ‘strategy’ of growth through osmosis is haphazard at best. Some will find their way, but most will get lost in all the stuff of busy corporate agendas, sponges just waiting to be poured into, full of potential and desire to contribute, yet so often becoming stagnant, frustrated, and seeking riper opportunities elsewhere.
So what steps can you take as a Leader, who has the awesome responsibility to develop other leaders for the future, to ensure that your growth strategy is indeed one of intent vs. osmosis?
Here are 5 tips to help you ensure you are prioritizing your company’s biggest asset- your people:
- Commit to being a people-centric organization/leader first. Even if you aren’t in the C-Suite or a Board Member, you can still create a culture in your immediate sphere that prioritizes your people. A simple, straightforward way to create this culture everyday is to ask yourself as the Leader, “What am I doing TODAY to invest in the people with whom I’m interacting? Do I ask about the person before I ask about the progress of the project? Do I know what’s important to them? Have I asked what they need to be successful? Have I asked for their input and ideas (and applied the relevant ones…)? Am I deliberate in being a problem-solver so that my team can thrive in their area of expertise? Am I as quick to praise as I am to criticize?”
- Ensure each of your direct reports has a focused, living, work-in-progress development plan based on THEIR career goals. I’m always a bit amazed that when I ask many of my Clients if they have a crystal clear idea of what team member’s career goals are, the response is often, “I’m not sure.” This can be indicative of a ‘people are a means to an end’ philosophy, however unintentional. Or perhaps these leaders have never been the recipients of intentional, effective leadership from their bosses. Regardless, if there isn’t clarity combined with a plan, it’s a miss.In John Maxwell’s groundbreaking leadership book, The 21 Irrefutable Laws of Leadership, he talks about the Law of Solid Ground, and he states that people typically want to know these 3 things from their leader as a basis of their buy-in to that leader:-Do you like me?-Can you help me?-Can I trust you?Often, leaders function with the mentality, however subconsciously, that their people are a commodity, continually sending the subliminal message that it’s about what the employee can do for the company. Period. A much more effective strategy is to start with the understanding of how the leader can invest in the person, that they have value, that they are a vital part of the team overall, and ALSO challenge what they can contribute to the organization because of who they are. It’s an example of a Win-Win leadership strategy.
“The greatest leaders aren’t necessarily the ones who do the greatest things. They are the ones who empower OTHERS to do great things.” ~ John Maxwell
3. Delegation and Empowerment are your Friend! Letting go of the controls is one of the single biggest challenges that so many leaders face! Yet it’s this same mindset that is so often the progress blocker, and not just for the employee. Keeping control of the reins also limits the growth scope of the leader, because they are bogged down with stuff that could be relinquished to someone else, creating a growth opportunity for them while freeing that time for the leader to focus on what they do best and their career goals. Here again is another Win-Win strategy.
“The greatest leaders aren’t necessarily the ones who do the greatest things. They are the ones who empower OTHERS to do great things.” ~ John Maxwell
4. Be intentional with constructive and timely feedback. Like delegation, this skill is also one of the most challenging for many leaders. There can be a fear of hurting someone’s feelings, or choosing the ease of avoiding the conversation altogether. Or perhaps the leader has never experienced a healthy, candid, productive conversation that dealt with the need for a behavioral course-correction. Here’s the point. If, as a leader, you truly CARE about your people and their success, these constructive conversations are VITAL to that success. Without it, there is always ambiguity with wondering how they’re doing, and will continue performing as ‘normal’ without it, however wayward or ineffective that ‘normal’ may be. Often, the leader will choose to go straight to corrective action without ever having the preventative corrective discussion. And this almost always leads to resentment, bitterness, and often resignation as a result.
If you are one of the leaders who struggles with this, then stay tuned next week when I’ll share some best practices to make this a new tool in your leadership tool box. You will be a much better leader because of it. I guarantee it.
5. Ensure your team has the tools needed to thrive, even if it means aligning them with a leader that isn’t you. What do I mean by this? Think about it this way- how many of your direct reports do you find difficult to work with or develop, because their skill set is opposite of yours? Perhaps their communication and work style taxes your patience. Or perhaps you’re aware that you aren’t the leader to provide this guidance and development because it’s a skill set you don’t have? Note, that last one is indicative of a very self-aware leader…a good sign.
The next step would be to provide tools and resources that can supplement your leadership in that skill gap, such as:
-Assign a mentor
-Look for workshops, seminars, webinars that can be self-led
-Find a S.M.E.- subject matter expert- who can help
-Suggest books that provide ideas, expertise, guidance
-Invest in team development workshops and programs
-Invest in a Coach, for you as well as your team
Your commitment to these 5 steps will indeed multiply your effectiveness as a leader. And here’s a surprise- your people, your boss, and your organization will not be the only beneficiaries. Your family and friends will notice and appreciate the personal growth you are bound to experience. AND, you might astound yourself to see who you become in the process.
If you are ready to explore the transformational experience of partnering with a Coach, either for you and/or your team, let’s talk. For the short-term, this strategy session is complimentary. Click here to get started!
