How and why should leaders take time for their own development?
Aletta Nagy-Kozma
CEO @ Magyar Térképház Média Kft. | Digital Marketing, New Business Development
Leaders must take time for their own development, as this contributes to the success of the organisation. Continuous learning and development benefits not only the managers, but the whole team. Leadership development is an investment in the future that delivers long-term results. Why and How?
Today’s managers need to find a balance between day-to-day work and a range of other tasks, such as meeting quarterly targets and thinking strategically. On top of all this, their own career development is often put on the back burner.
It should not be that way.
The more control managers have over their own development, the more they will be able to avoid common mistakes that get in the way of their careers. The more team members see the positive impact of investing in career development, the more likely they are to do the same.
Today’s successful leader has many “and” to deal with:
– You need to support team members and influence senior stakeholders;
– You need to get ahead in your day-to-day work and solve sudden problems;
– It must meet quarterly targets and think strategically.
In this context, it is not surprising that managers are the least likely to prioritise their own career development. Because “It’s already so much work, I’ll be glad when I catch up with myself…”. I would reassure all leaders – we will never catch up. It is safe to let this idea go, let us be realistic. ??
Why? Because the goal is not to run the company for a year and then close the door and shut the blinds. In the best case, there is no end to what needs to be done. So it would be ideal if we could come up with a long-term solution, a strategy that we could follow and have fun with.
Most leaders’ career development stagnates because they struggle to manage time, to the detriment of their own learning and self-development. And ultimately at the expense of the business. So it will not be good for anyone.
I’ve discovered three common career development mistakes that managers make in my research and my own experience, and some proven solutions to help us balance our day-to-day tasks with our own development.
The development gap at the moon
The say-do gap is the dilemma where concerns or intentions are not followed by action. This can lead to some unsatisfactory and possibly inaccurate observations, e.g. people care about the environment (they recognise the problem and agree that it should be addressed) but are unwilling to do anything about it.
When teams don’t see their manager investing (time, energy) in their own development, this leads to the creation of a “tell-it-like-it-is” development gap, which has a negative impact on both managers and their team: team members lose confidence that the time spent on career development is worth it, and may even question whether their manager really values continuous learning (the manager is not setting a good example). Meanwhile, managers lose the opportunity to develop their skills and abilities to improve their performance and support their future goals (their own and the company’s).
What else can be done?
As a leader, share your learning goals
A simple and effective way for managers to avoid a tell-tale development gap is to openly share their learning objectives with their team. There are many advantages to sharing (self-)development priorities.
For example, when I went back to school as a manager and started to further my education in Marketing and Business Management at the Warsaw University of Management, I shared not only the news but also the relevant knowledge with my colleagues.
As well as applying what I have learned on a day-to-day basis, and returning to a “think out of the box” approach, I am also supporting the development of the team by not only making competences felt but also accessible. It so happened that colleagues also had a calling, some also enrolled in other schools for further training, some started language schools. And I support these efforts as a leader, helping with schedules and financially. This is how we can have a positive impact and motivate each other! And these trainings, while time-consuming, do not have a negative impact on the team’s workflow, as they are more motivated and organised with new insights and techniques. In addition, the team spirit has been strengthened, joint work and delegation is more efficient, as we know who is in what phase of training (e.g. if I have an exam period, another colleague takes over my tasks for a few days and this works backwards). So the team members react to each other, support each other and feel together, which is the strongest mental spring you need.
A leader who shares a learning goal to increase his/her skills, to expand his/her expertise, can benefit if a team member spots an opportunity for him/her to participate in an event, for example. So there is thinking together and for each other.
It’s worth opening up, inside and outside the company!
Another example – for our annual meeting, I invited one of my teachers from university to be a guest speaker, who I wouldn’t have met otherwise. If we had not met at the training, I would not have thought of attending an MBTI lecture with my colleagues and trying to put what we had learned into practice, in a playful way.
In this approach, development does not need to be just another thing to add to the manager’s to-do list; because it becomes part of their daily work and is accelerated by their staff.
The bubble barrier
Faced with so many pressures and obligations during our working days, it is understandable that managers rarely spend time on development outside their organisation. The challenge of finding the time and opportunity to learn in other places and with new people often seems insurmountable and falls into the category of “should do” rather than “will do”.
The term “internal development” usually refers to projects or activities that a company or organisation carries out internally, using its own resources and staff, rather than depending on external providers. These improvements can be technological innovations, new product developments, process improvements, new strategies, staff training and development, etc.
Reliance on internal development (although cost-effective) leads to a limited world view for managers and limits their learning. Operating in a bubble of internal knowledge and networks, managers reinforce what and who they already know! Managers need to learn outside the internal bubble.
Some disadvantages of relying on internal development: (you may know them yourself)
In summary, it is important for management to find a balance between internal development and external learning. Both have their advantages and disadvantages, and the best results are often achieved by a combination of the two. Internal development can help a company grow in its own resources and capabilities, while external learning allows it to embrace new ideas and innovations that can bring further growth and improvement.
领英推荐
What else can be done?
As a leader, share your learning goals
A “knowledge exchange session” (also known as a knowledge sharing session) is an event or meeting where teams or individuals share knowledge, experiences, best practices and lessons learned. An effective way to bring in outside perspectives, for which a non-competitive, open attitude is essential.
The aim is to share knowledge and encourage learning within the organisation, which fosters collaboration between staff and improves organisational performance.
I propose to organise a team development session where both teams share their expertise with the other. For example, a team with strong agile expertise can exchange knowledge with a team with strong communication skills. Or a team from a large organisation can spend time with a team from a smaller start-up, exchanging experiences of innovation in different operating environments.
These knowledge-sharing sessions allow everyone to spend time in the working world of another type of organisation, make new connections and learn together (which also helps to bridge the tell-tale gap). The format of these sessions can range from a virtual class at lunchtime to a full day session. Hosting knowledge exchanges gives managers – and their teams – a regular opportunity to learn from people outside the organisation, so that it becomes part of their everyday work.
Types of knowledge exchange sessions may include:
My personal favourite is brainstorming (there’s not even a very English equivalent, it translates exactly as “brainstorming”). It is an idea generation technique used in groups or individually to solve problems or generate creative ideas. It has the advantage of encouraging free thinking and spontaneity, which can lead to new and innovative ideas.
Brainstorming is particularly effective because it allows participants to build on each other’s ideas, thus fostering collaborative problem solving and creative thinking. It works best if you organise it in a creative – alternative – location rather than in the usual office environment or virtually. An inspiring venue such as a park, gallery, etc. can be stimulating because these venues can bring fresh perspectives and new inspirations. A friend of mine once organised a brainstorming session in the wine region of Eger, it was a roaring success, besides bringing the participants even closer to the juice. ??
It is important to note that knowledge exchange sessions can only be effective if the culture of the organisation supports open communication and continuous learning. In addition, management should actively support these meetings to make it clear to staff that they are valuable and important to the organisation (and it is not enough to say this, it must be made clear).
Lack of strategic skills
In the midst of team-level operational tasks, managers are often too busy to see out of tasks such as project management, data analysis or employee performance management. Although these tasks require important skills, managers often underestimate the importance of strategic thinking and are less inclined to develop their own strategic skills and self-management.
Strategic thinking helps managers to understand and appreciate the wider environment in which they operate, and helps them to set priorities and make decisions. Developing strategic thinking contributes to managers’ ability to support and lead their teams through change, uncertainty and new opportunities.
What else can be done?
Structured thinking time
One of the easiest ways to develop strategic thinking is for managers to set aside time for this activity and put it in their diaries. This “time booking” can be on a daily, weekly or monthly basis, and can be done alone or with a team. During this time, managers need to put aside day-to-day operational tasks and ask questions such as “What is happening inside and outside my organisation?”, “What are the future trends and opportunities?”, “What strategic decisions do I need to make with my team?”, etc.
Structured thinking time is vital because it helps an individual or team to better understand, analyse and synthesise information. Three main reasons why it is particularly important:
Structured thinking time is an essential tool for effective decision-making, stimulating creativity and managing stress. It is important not only for personal success but also for organisational success.
By taking the time to think strategically, managers can develop an important skill and become empowered to lead their teams, manage change and identify future opportunities. As a result, managers will be better able to perform in the present and better prepared to manage future growth.
In summary, time spent on managers’ own development increases performance, helps them lead change and creates a better working environment. The tell-tale gap, the bubble barrier and the lack of strategic skills are common challenges that hinder the development of leaders. With the above approaches, managers can incorporate the techniques into their daily work, which facilitates the development process and can lead to faster results.
Learning new skills is important not only because they can be challenging and motivating, but also because they are key to the development of your business.
In today’s world, the opportunities are endless: from continuous professional development to leadership training and business coaching. I recommend that you look for learning opportunities at least twice a year that will help you grow your business and advance your career.
Trust me, the time and money invested will pay off very quickly. Even just 1 or 1 thought from an external person or professional can trigger changes in your daily processes that would not have happened otherwise and have a positive impact on the company’s operations and the team.
Set a good example – it’s the best way to motivate your staff!
It’s hard, I know, I understand because I’ve been there. And then there is the “burn out”, but try to get out of the daily routine as soon as possible and you will see the results!
Time is a matter of delegation and organisation.
THINK OUT OF THE BOX!
I am currently studying for a Master’s degree in Business Administration and a Master’s degree in Online Marketing at the Warsaw University of Management, and a Master’s degree in Marketing and Business Management at the Swiss University of Economics and Technology. In addition to all these courses, I manage the day-to-day processes of the Hungarian Map House Ltd. and I am very happy to find time for my husband and maybe even an ironing in the evenings. I am also constantly learning and practicing the right strategy and time management. But can you imagine that with all these commitments, the company is performing better than ever? Like when I had no extra hours/day commitments? But what can I do, the more I learn, the more obvious it is that I don’t know anything yet. ??
Continuous learning and development is essential in business as it allows companies to keep up with the rapidly changing market and technologies. It helps develop the skills and knowledge of employees, which increases efficiency, productivity and fosters innovation. Moreover, creating a culture of continuous learning and development contributes to employee satisfaction and loyalty, as employees value the opportunity for personal and professional development.
Not to mention that through continuous learning and training, we realise that there is always new knowledge, and with that comes a reduction in ego, because we realise that we don’t have all the answers. The process of learning teaches humility and humility, which helps us overcome egocentrism and makes us understand that continuous improvement is more important than clinging to our current knowledge. And the new knowledge and perspectives gained will help us to understand the proper role of the ego, not to limit but rather to support the development and maintenance of an authentic self-identity.
Well, that’s what today’s article was about. One day I’ll write an article on how to be more concise, but I still have to learn how to do that. ??
I hope that you, Dear Leader, and your team will benefit and be motivated!