Helping Leadership: Unlocking Your Team's Potential

As leaders, we're all engaged in an ongoing process of growth and discovery. I've been there – navigating the challenges of leadership, trying to find the right balance between guiding my team and empowering them to shine. Today, I want to share with you a powerful approach that has transformed not only my leadership style but also the lives of countless leaders I've had the privilege to work with. It's called "Helping Leadership."

The Heart of Helping Leadership

At its core, Helping Leadership is about supporting and developing others. It's a shift from the traditional "I have all the answers" approach to one that fosters independent thinking, problem-solving, and personal growth in your team members.

Let me share a personal story that illustrates the impact of this approach.

Early in my career, I was a first-time director, often bringing problems to my leader, expecting quick solutions. Instead, she asked thought-provoking questions that helped me think through issues myself. She was patient, positive, and focused on my development and vision. This leader created an environment of psychological safety, encouraging me to take risks and try new things. The experience was incredibly developmental and shaped my entire career path.

That's the power of Helping Leadership. It's not just about solving immediate problems; it's about nurturing growth and potential.

Key Characteristics of Helping Leaders

So, what does it take to be a Helping Leader? Here are the essential traits:

1. Empathy and compassion: Understand the needs and aspirations of your team members. Provide support that aligns with their goals.
2. Connection and trust: Build strong, trusting relationships by listening actively and showing genuine interest in your team's perspectives and experiences.
3. Empowerment: Encourage your team to think for themselves and solve their own problems. Trust in their abilities.
4. Development focus: Create an environment conducive to learning and growth through coaching and mentoring.

The Impact of Helping Leadership

When you embrace this approach, the benefits are profound:

• For your team members: Increased engagement, wellbeing, and a sense of purpose.[1] They feel valued and supported in their growth.[2]
• For you as a leader: A deeper sense of fulfillment, fresh perspectives, and an enhanced professional reputation.[3] You'll grow alongside your team.
• For your organization: Higher retention rates, increased creativity, and improved productivity.[4] You're building a culture of continuous learning and innovation.

Becoming a Helping Leader

Now, you might be thinking, "This sounds great, but how do I actually do it?" Here are some practical steps to get you started:

1. Practice active listening: Really tune in to what your team members are saying. Listen to understand, not just to respond.
2. Ask powerful questions: Instead of providing solutions, ask open-ended questions that help your team members think critically and find their own answers.
3. Create psychological safety: Foster an environment where team members feel safe to take risks, share ideas, and even make mistakes.
4. Celebrate growth: Recognize and appreciate not just results, but also efforts and progress in learning and development.

Remember, becoming a Helping Leader is a journey. It takes practice, patience, and a genuine commitment to the growth of others. But I promise you, it's worth it.

In my MBA course, "Coaching and Mentoring in Organizations," at the University of Michigan Ross School of Business, I've seen firsthand how this approach transforms leaders and organizations. It's not just theory – it's a practical, powerful way to lead that brings out the best in everyone.

Are you ready to become a Helping Leader? To unlock the potential in your team and yourself? Take the first step today. Your team – and your future self – will thank you for it.

Notes:

[1] Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.

[2] Gallup. (2021). State of the Global Workplace Report.

[3] Grant, A. M., & Hartley, M. (2013). Developing the leader as coach: insights, strategies and tips for embedding coaching skills in the workplace. Coaching: An International Journal of Theory, Research and Practice, 6(2), 102-115.

[4] Garvin, D. A., Wagonfeld, A. B., & Kind, L. (2013). Google's Project Oxygen: Do Managers Matter? Harvard Business School Case Collection.