In my last blog I wrote about the importance of leadership development at all levels. And, as I said, it is especially important for people to receive training as they make the transition from being an individual contributor to leading a team. With that being said, it is EQUALLY important that new leaders – and leaders at all levels – proactively share the responsibility for their own development. After all, “The road to success is not a path you find, but a trail you blaze.” (Robert Brault) Ya gotta put some skin in the game.
So, what is your responsibility, as a leader, in initiating and continuing your personal development?
First, become self-aware. Spend some time reflecting on the behaviors and skills that have helped you thus far in your career and be honest with yourself about those that have worked against you. If given the opportunity to take a personality assessment, 360-review, or candid conversation with your leader about your strengths and development areas – take it. Gaining self-awareness is the first step on your journey (blaze that trail!) to becoming an effective leader.
Create your personal vision, or as I like to call it, your leadership mantra. What kind of leader do you want to be? Who was the best leader you ever had? What was remarkable about them? In the leadership model I use – Lumina Leader – we look at four domains of leadership: Leading with Vision, Leading with Drive, Leading to Deliver, and Leading through People. As leaders, we should develop competency in each of these domains, yet we tend to operate most frequently in one or two of them. Here’s a brief description of each. Where do you see yourself?
Leading with Vision - focuses on strategy, innovation and inspiring the team.
Leading with Drive - provides the team with very clear direction and is focused on achieving excellence.
Leading to Deliver - strength lies in planning, follow-through and accountability.
Leading through People - focuses on coaching and developing the team and creating win-win partnerships.
Identify and acknowledge gaps. We don’t often associate humility with leadership and yet, the most effective leaders are willing to admit they don’t know it all. They are continuously learning. What are the areas you need to develop to become the leader you want (and need) to be? Make a list, make a plan, set some goals – create a trail map for your leadership journey.
Take action / be an advocate. Back to the other half of this leadership development shared responsibility. Once you have your trail map in hand, leverage any leadership development offered by your organization. If none is offered, advocate for it. Leadership development comes in many forms, and the most effective programs are a combination of them. Learning is a process, not just an event.
In my leadership development work with organizations, I’ve seen the greatest benefits come from programs where we used a variety of components from the following: workshops, mentoring or coaching, assessments, stretch assignments to apply the learning, teach-back sessions conducted by participants, leadership forums, required reading, etc.
When the responsibility for leadership development is shared, with leaders driving their personal development and organizations providing the opportunities and resources for them to do so, everyone succeeds.
Till next time,
Eighty-four percent of organizations anticipate a shortfall of leaders in the next five years, according to a State of Leadership Development report by Brandon Hall. And a nearly equal number (83%) say that it’s important to develop leaders at all levels. Yet here’s the thing. Only 5% have actually implemented leadership development at all levels. In fact, the biggest chunk of money spent on leadership development goes toward senior leaders and executives, instead of to those who need it most – first time, frontline leaders. All too often these new leaders are put in a “sink or swim” situation, thrown into the deep end of leading a team and left to figure out for themselves how to stay afloat.
This is both unfair to the new leader and detrimental to the organization.
Most people are promoted into their first leadership role as a result of their high performance as an individual contributor and/or because of their technical skills. Yet what helped them succeed as an individual, will not necessarily contribute to their success as a people leader – where the challenges and responsibilities require a different set of skills. Without some sort of development opportunity early on in their transition from individual performer to leader, new leaders may simply mimic the behaviors of a leader they’ve had in the past, and not necessarily a good one. And those behaviors, once ingrained, are difficult to change.
A survey of HR leaders and practitioners conducted by the Human Capital Institute (HCI) found that “the sink or swim mindset toward new managers is ubiquitous.” In that survey, respondents were asked to rank the must-have skills for frontline managers in order of importance. Technical expertise was ranked as Number 7, preceded by:
- Ethics and integrity
- Communicates effectively
- Drives for results/motivation to succeed
- Develops effective teams
- Maintains relationships with internal stakeholders
While some of these skills might be inherent in a new leader, being able to apply them effectively while adapting to leading people – understanding individual strengths, motivators, skill gaps, personalities and how those individuals work together as a team, being accountable not just for their work but for the work of others – requires coaching and support. Not to mention the challenge that many internally promoted leaders face – transitioning from buddy to boss.
New leader training needs to be a key component of every organization’s learning and development plan. And it should not be just a one-day event around policies, performance reviews and disciplinary actions. It needs to be structured in a way that gives participants time to apply their learning, receive feedback, and get the ongoing support necessary (mentoring, coaching) to grow into the next line of senior leaders and executives.
Managers account for at least 70% of the variance in employee engagement. Gallup estimates that actively disengaged employees cost the U.S. $483 billion to $605 billion each year in lost productivity.
One last startling factoid for you from that Brandon Hall Report: More money is spent on leadership development than any other area of corporate training, yet 71% of organizations do not feel their leaders are able to lead their organization into the future.
Doesn't it make sense to take the time to effectively develop leaders from the very beginning?
For more on this topic, check out my podcast: Sink or Swim is NOT Leadership Development.
Till next time,