GREAT LEADERS CHAMPION THEIR PEOPLE

If you have been following me for a while, you know I talk about the responsibility leaders have to grow other leaders. I believe this is one of the fundamental tenants of leadership.

But what does this really mean?

It is more than setting a vision and creating a plan. More than setting up the environment that will allow people to thrive. Sometimes it is going above the everyday. It is about supporting your people when they may not even realise they need support. And doing things they may never know you have done. It is about recognising opportunities for them to thrive and realise their potential. It is about championing for your people out front, and behind the scenes as well.

In my final year of high school, like everybody else, I had the opportunity to see the careers advisor to talk about what I was going to do after high school.

To recap high school to this point, I had been first academically in years 9, 10, and 11. I had represented the school in netball, cricket, volleyball, softball, athletics, tennis, hockey, and gymnastics. I was on the debate team. I had been in all the stage productions for the final four years, won the citizenship prize, and was vice captain of the school.

The careers advisor, when I went to see him, was ready for my appointment. He had my file open (everything was on paper in those days), and he had clearly read all the details.

At the beginning of my careers session he asked me a few questions about what I was interested in. And I shared some thoughts. He sat back and listened, his fingers steepled. In his wisdom, he shared back to me his suggestion for my future. That he thought I would make a wonderful secretary until I got married.

How disappointing!

“

Contrary to popular belief, the best way to climb to the top of the ladder is to take others up there with you.'

~ Maria Eitel, Founder and Chair of the Nike Foundation and The Girl Effect

”

That evening over dinner with my family, I shared what had happened in my careers session. My parents listened carefully, and they said it was up to me what I wanted to do next. They let me know they would support me.

Back at school the next afternoon, I was called back to the careers advisor and he said, "By the way, I've got some information for you." And he shared with me information about a few different degrees at a range of universities.

I went on to apply to the University of Sydney and get accepted for the Bachelor of Economics, graduating with majors in accounting and law. From there, I was recruited off campus in the final year of my degree into what was one of the most sought after jobs that year. I joined IBM at the height of that organisation in the following January.

And as they say, the rest is history.

Following a stellar corporate leadership career, I now help future proof CEOs and their teams, elevating the practise of leadership globally. And I love it.

?“

'I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential.'

~ Brene Brown

?”

What I only found out much, much later, was that between my first visit with the school career advisor and my second visit, my father had gone up to the school. Now, my father is an imposing man. He has a big presence, and gravitas, and at that time was an officer in the Army. He had gone up to the school in full uniform and requested a meeting with the school careers advisor.

Now, I don't know what happened in that meeting, but I can guess. As a result I was provided a lot of information about options for studying at university.

My Dad did this so I would have the opportunity, and then it was up to me to make the most of it. This, to me, is one of those examples of leaders growing other leaders, creating opportunity, sponsoring for them, championing for them, when they may not even realise they need it.

As leaders, we have a responsibility to help our people leverage their strengths and realise their potential, rather than stifling them or confining them to our own perspectives and perceptions.

It is up to you to champion your people. To help them discover a world of opportunity. Where they can grow, develop, thrive, and make their own unique contribution.

I'd love to know your thoughts.

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Focused on future proofing CEOs, Dr Stacey Ashley CSP is often described as the leader for leaders. With over 30 years’ experience, Stacey has helped 1000’s to develop their leadership competence, confidence and credibility. With 14 international Stevie awards, Stacey has been named twice in LinkedIn’s Top Voices. The author of six Amazon #1 best selling books on leadership, Stacey has a talent for translating complex concepts into simple and practical ideas for immediate application.

She typically speaks at conferences, develops leadership strategy and programs, consults, and coaches.

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