[Part 12 of a 12 part series exploring the concepts in 12: The Elements of Great Managing
And so we come to the final element of great managing: creating an environment in which employees agree strongly with the statement, "This last year, I have had opportunities at work to learn and grown."
We all strive to attain more of our full potential as human beings. Abraham Maslow described this as the need for "self actualization." I have always felt that the minute I stop growing is the minute I start dying.
This element is about that drive to make personal progress, that push for momentum in one's career. According to Gallup, all of us feel this need, no matter what our role. Top executives are much more likely to agree that they have had the chance to learn and grow, but factory floor workers have just as much need for that growth.
The book tells the tale of Simon Gaier, a 20-something manager of a home improvement store in Wales. Simon takes the time to understand each employee's aspirations and talents, helps each move forward in their career, and restores their self-confidence.
I wish I had been this wise at 28!
Improving this element doesn't take a rocket scientist. You just need to do a few things:
Care about it. Even though you might feel that you have plenty of opportunity for learning and growth, don't assume your team feels the same. Open your eyes, ears and heart and find out how they feel.
Learn what makes each person tick. What is each hoping for? What talents does each have, and which talents would they like to build upon?
Help each person sort out a plan for growth. That plan will require you to do some things to (like assigning an employee to a special project, paying for training, or even paving the way for a transfer to another area of your company).
Help each employee set challenging goals that will be achievable only with some new learning. The authors report that more than 200 studies have shown a strong link between stretch goals and employee performance and motivation. Be careful, though. Unthinking stretch goals won't accomplish this improvement. Rather, you need to work out employee-specific stretch, based on where each is today and what each might be expected to learn.
Champion your team's development and growth needs with those above you.
For more information:
- "Leadership Development" provides several good links to development resources.
- "Year-end Reflection" offers a couple of questions to stimulate thinking about what growth you want to achieve in the coming year.
- "Leadership Development Questions" recounts 12 of Max DePree's most useful questions to ask your folks.
- "Lifelong Learning: After you think you know it all" is Wayne Hurlburt's well written story about baseball manager Earl Weaver, who said, "It's what you learn after you know it all that counts."
- "Practice Leadership - Volunteer" is a reminder of one great way to grow when you can't find a way to grow at work.
- "Monthly Coaching Sessions" is my old standby format for useful discussions of progress with an employee.
[Graphic downloaded from the Microsoft Office Online Clip Art site. Click on the graphic to see it full size - it's worth it, this one is lovely.]
