What a Recruiter needs from a Leader
We’ve all had them. Leaders who inspired us to do and be better. Fearless, intelligent, patient, trusting, got your back, leaves you alone… wait… do great managers really leave you alone?
When the inevitable (and useless) interview question is asked of a recruiting professional, “What are you looking for in a leader?” you normally hear such responses as “empowering,” “there when I need them,” etc.
On the other end, many leaders like to describe themselves as “trusting leaders,” “getting out of the way of the staff,” “not a micro-manager,” etc.
It’s almost as if no one on wants to see, hear, or speak to each other in the workplace. This is, to use a scientific term, complete malarkey. Yes, it is true that micro-management can be a bad thing. And a leader who empowers someone can be a great thing. But too often, poor leadership (that’s rarely talked about) is a leader who excuses their inattention by disguising themselves as a leader who empowers and trusts.
Good leaders lead, period. Good leaders always have their eyes and ears open. They know what’s going on – good and bad. They invest in their employees by providing feedback – good and bad.
Absent leaders are doing their company and their employees a disservice. At worst, these types of managers are negligent to the detriment of the company. At best, these types of managers damage or limit the growth, satisfaction, and careers of their employees.
Neither is acceptable.
Over my career I’ve been blessed by some amazing leaders. Andrina Valdes at Cornerstone, Caitlin McLaughlin at PNC Bank, Jim O’Donnell at JPMorgan Chase, Gary Van Eik at The TriStaff Group, and too many fantastic leaders to count while I was in the US Navy… these are people who embody the right balance of managing without smothering. The right amount of feedback and input. But as a leader, how do you know what is the right amount of “management” to provide?
A new employee, or a struggling employee needs your guidance, encouragement, and consistent feedback. It’s very difficult to improve without input.
On the other end, a successful and talented employee needs and craves input – often, more so than the less talented ones. Those superstars want to improve. They’re competitive and have internal benchmarks to reach. And it’s your job to help them get there by paying attention and being involved. If not, those superstars will leave for other opportunities down the road.
The point is, it depends on the situation and the employee. The only way a leader can make that determination is to be available and present… and by listening a lot.
Leaders, listen up! There’s a wide gap between micro-management and abandonment, but there’s also a fine line between micro-management and inattentiveness. Your employees need you. Stay engaged, pay attention, and lead.