What Does It Actually Mean To “Develop” Those You Manage?
Judith Sherven, PhD
Executive Empowerment Coach, Decades of Working with Individuals at Tech Companies and Start-ups, Fostering Career Growth, Award-winning Self-help Author, Radio and Podcast Guest
Increasingly the role of “Manager” no longer simply refers to helping others “get stuff done.” Yet for questions on employee satisfaction surveys that refer to management aiding “career development,” the answers very often indicate that respondents don’t believe their managers are invested in aiding their professional career development.
So, where’s the hiccup?
Actually, there are several “hiccups” that deserve a big shout-out!
1 - All too often very well-meaning and actively involved managers never define the career development feedback they provide with that overt description “career development.” In fact, from what employees say, the objective appears to them as helping inspire and motivate them to get a project done more effectively, or shoring up a weakness that is holding them back from promotion, or adjusting their expectations about a promotion, or coaching them in better horizontal collaboration, etc. And without any of this being labeled “career development” it doesn’t seem like that’s what’s going on.
2 - Managers often authorize greater responsibility to key people on their team: standing in for the manager at key meetings; taking over as team leader during the manager’s time off, and/or providing the key speaking role at a conference or business meeting that would ordinarily go to the manager. But far too often, this is experienced as the manager simply off-loading responsibilities rather than being rich soil for career advancement. Again, if it’s not spelled out, far too often the deeper implications go unnoticed.
3 - Key leaders can have strong personalities that often come with blind spots that will damage their later career development if not “snuffed out” by a wise, observant, and caring manager.
Too often very bright leaders assume that everyone else on the team is as bright as they are and so demonstrate impatience and even contempt when others aren’t as qyick-witted and sharp. Clever, think-outside-the-box types can do whiz bang work but may shy away from speaking up at meetings leaving others to never notice their “genius.” Sometimes cultural differences play a role in keeping someone “hidden” from publicly demonstrating their excellence. Of course, there are many more “blind spots” that can hinder your team members from demonstrating their true leadership gifts.
So, the key message here is that “career development” no longer simply means helping your team members do good work and occasionally promoting them. It now must include coaching, mentoring, and even a bit of old-fashioned therapy when needed. AND all of it needs to be labeled “career development” so your team members realize that’s what they are receiving.
And with that, I look forward to your comments to aid in the advancement of excellent management skills!
Judith Sherven, PhD and her husband Jim Sniechowski, PhDhttps://JudithandJim.com have developed a penetrating perspective on people’s resistance to success, which they call The Fear of Being Fabuloustm. Recognizing the power of unconscious programming to always outweigh conscious desires, they assert that no one is ever failing—they are always succeeding. The question is, at what? To learn about how this played out in the life of Whitney Houston for example, and how it may be playing out in your own life, check out their 6th book:https://WhatReally KilledWhitneyHouston.com
Currently consultants on retainer to LinkedIn providing transformational executive coaching, leadership training and consulting as well as working with other corporate and private clients around the world, they continually prove that when unconscious beliefs are brought to the surface, the barriers to greater success and leadership presence begin to fade away. You can learn about their core program “Overcoming the Fear of Being Fabulous” by going to
https://OvercomingtheFearofBeingFabulous.com
Their 7th book, short and to the point, “25 Power Speaking Tips That Will Leave Your Audiences Wanting More,” is available in kindle at:https://tinyurl.com/25PWRSPKGTips
Senior Safety Consultant at Okanagan Audio Lab
8 年Great article! Days of managers being the finger pointer and to be followed blindly are coming to an end. Management begins with true leadership that involve, communications and an open line for feedback between you and your crew, staff input before final decisions are made, and constructive feedback without seeming negative. Leadership is earned and is a true and difficult skill to master. Properly done, the team will feel like they are fully involved, their queries are validated and feel positive about their work environment. This ultimately leads to larger profits and eventual bonuses. "Set and lead by example " has always been my primary directive.
Blogger, former journalist and political adviser. Now living in Wadandi country.
8 年Many managers forget the first principle of leadership: you're the least important person in the team.
Manager of Funeral Service Operations at Morris-Baker Funeral Home
8 年Thanks, Mark, I liked the link.
Many managers don't understand that their job is to "work FOR their team" not the other way around.
Sales Director @ Gateway Fiber Coaching, performance management and leadership development.
8 年Employee development cant be viewed as a task to complete, it must be the reason you're a leader. From a business sense, it holds the highest possible ROI.