What causes some managers to be people developers who nurture trust, while others think it’s better to hold onto the reins tightly? Which will have more productive, respected and rewarding careers? Who do you think is a better role model?
Carolyn said she spends about 50% of her time developing her people. She meets with each of her direct reports weekly and spends much of that time listening and asking questions to help them expand their thinking and grow confident in decision making. They learn what and how Carolyn thinks; she welcomes their questions and perspectives. The more they know, the better they can function, she said. She learns from them as well. And she trusts that if they make a mistake, it can be fixed and they all will learn from it. Carolyn is a sought-after mentor. Her leadership approach enables her to do that as well. She is well-respected throughout the company.
Recently, I’ve been hearing about leaders/managers who do all the talking, especially in meetings with clients and other departments. They seem to want to impress others with what they know. But it makes their direct reports in the meetings feel extraneous. What’s the purpose of them being there? In case their knowledge is needed, they’re told, but it rarely happens. They get to ask questions after the meetings. They’re feeling deflated.
I’ve also heard from leaders/managers who are doing all they can to stay connected with their people. They want to develop them and let them know they are appreciated and can reach out to the leader/manager with questions, concerns any time. But their calendar is chock full.
All different role models. What kind of role model do you think you are? More importantly, what kind of role model are you working on being?
