Good managers work diligently to get the most out of their employees in their current positions. Great managers work tirelessly to prepare their people for advancement. While the difference in practical application is ever so slight the difference between the two philosophies speaks volumes. Getting the most out of employees is important, and greatly benefits the organization; however, spending time on each employees’ personal and professional development is better than to simply seek efficiency and productivity. The concept of leadership and professional development isn’t new, nor revolutionary, but often times the execution of this concept leaves much to be desired. There are several ways to improve professional development within your organization to ensure your people aren’t just high performers but that they are ready to take the next step in their careers.
Have a plan. Provide guidance on professional development and options of a career path for all employees. If you have employees approaching their review, or work anniversary, take the time to ask them “where do you see yourself going within the organization?” Share your thoughts as to where you see them going and what opportunities exist for them to be challenged.
Know what you can change. It’s crucial for leaders not only to attempt to provide professional development for all personnel, but to do it correctly. In reality, people don’t change all that much. As a leader, know your people, and know not to waste your time attempting to put in what’s been left out. instead try to draw out, or improve, what’s already there. In other words, hone strengths, increase core competencies but don’t waste time trying to correct or eliminate fundamental weaknesses that are too deeply ingrained.
Celebrate Resignations. This may be a hard pill to swallow. I’ve worked with, and for, several leaders who constantly say things to their employees like “I want you to be the best you can be” or “I want you to be successful at the next level.” These are great idioms to use to encourage your people to continually grow, but they’re useless maxims if you don’t mean them. If what you really mean is “I want you to be successful at the next level, as long as you wait until an opportunity at the next level is available within the organization” you’re neither helpful nor honest, rather probably self serving and spiteful. True professional development is the mindset of, “I want you to succeed at the next level, even if you have to leave to do so.”
Some of the best leaders I’ve ever worked with or for constantly tell me how excited they are to talk with employees years later and see where they are, and be a resource for them. Professional development doesn’t end when an employee leaves the organization, great leaders make themselves available to continually develop and mentor professionals. Every employee wants to work for a leader who can help them get to the next level.
Each Friday, for the next several weeks, a new post will be released with another key characteristic of what it takes to be successful in technology leadership. These posts are in no particular order; I’d love for you to provide feedback and let me know if you think I’m missing something, or if you’d like to see a particular trait addressed please feel free to email me, or leave a comment. I’m hoping this will be a useful dialogue about what is necessary to become a successful technology leader.