Archive for the ‘Help People to Grow’ Category

Mentoring in Circles

In my earlier post, Don’t Get a Mentor, I talked about my preference for finding a mentor organically rather than waiting for formal programs.  On the other hand, throughout the years, my favorite formal programs have always been in the form of circles.

These are groups with a leader as guide and a small group of people learning together.   I have experience with this in 2 contexts:  (1) as a formal HR program and (2) as skip level development for my own teams.  Both informal, with lots of options for customization.

HR Program

In this context  we paired execs  with cross-functional groups of leaders learning together.  This structure helped to create a space for natural relationships to occur… and if someone did not necessarily click with their mentor, they might develop a cool relationship with one or more of their peers.  We did all this in-house, at very low-cost.  We gave the groups tools, but also lots of latitude to do what worked for them.  Each group was given an action learning project (a real problem to solve) which worked quite well.

My internet research shows that there are a lot of companies offering support for this online these days. I would love to hear comments from anyone using these programs and the success that they have had.

With My Own Team

Over the years, I have had a lot of fun running mentoring circles in my own teams.   I do this as a skip level experience, giving me an opportunity to get to know 8-10 high potential managers by working together.  I always start with teaching them about “elevator speeches”, and having them create one.  Glass Elevators: Why Elevator Speeches Matter.

We talk about the business…and we all share the challenges we are having and share best practices.  The fun begins when we take field trips to struggling areas of the business and offer support.  We also do a project together to give back to the business.  I have found that these circles (called various names, usually “academies” or “leagues”), are a great way for me and my team to share our vision, work on work, and really get to know the managers in a deeper way.  An added win is having a direct report involved with this as part of their leadership experience.   I have seen a good track record of successful promotions coming out of these scenes.

Of course, some would argue it’s not “mentoring” if it is your own chain of command.  Perhaps.

Please share your stories of mentoring circles.  I would love to learn more.

Two Things That Will Get You Promoted

I am often approached by leaders looking to work on my team.

 “what characteristics do you look for when hiring for the top positions in your organization?”

So, I run down my list…

  • unwavering integrity
  • confident humility
  • passionate vision
  • strong track record of results
  • teamwork down, up, and sideways
  • energetic creativity
  • change leadership
  • zealousness for employee development

Which then leads to the next question…

“How do I become better positioned for a leadership role?”

Again I have a list…(all subjects for future posts)

  • Develop a gaggle of fantastic mentors
  • Look at leaders you admire, and learn those skills
  • Pay even closer attention to leaders who annoy you, and figure out why
  • Take lateral moves that make you an all-terrain player
  • Volunteer for special projects
  • Talk to people who are doing your dream job, learn what it takes, and express interest

But that’s just me.

The other day I was sitting in a leadership development meeting… (this time, being developed) …and those same questions came up.

HR began their list of advice… Similar to that above….

Then, one of the most senior leaders in the meeting stood up and said.

“I hear all that… But at the end of the day if you are looking to work for me,

I want to know 2 things:

  1. What are your results?
  2.  What do your people say about you?

Hmmm, that’s pretty clear.

And in fact, all the other things I chat about are all means to one of those ends.

Kind-of like an elevator speech, see (Glass Elevators: Why Elevator Speeches Matter.)

Next time, maybe I will use those… (or maybe not, depends if I am in an elevator).

Please comment:  What matters most when selecting the right  leader?

Is strength your weakness?

One of my first yoga teachers was fond of saying, “too much strength makes you inflexible… too much flexibility makes you weak…always balance.”

At work, the same is true. 

Strength can make us weaker.  

Here’s how…

Over-reliance on one skill

 I love to speak– with energy and enthusiasm.   This comes naturally to me… 

But if I am not careful, that energy can become overwhelming… “is she for real, who gets that excited over this stuff?” 

Since I heard that comment (which ticked me off),  I tone it down (occasionally). 

 I have also been watching for signs of over-used skills around me…to see if I can help.  The number 1 over-used skill has been relationship building.   I have watched folks who are fantastic at building relationships and consensus,  lose credibility when that becomes too much of their focus.

When leaders over-use this strength,  they can lose sight of the real work that needs to be done.  Or even worse, surrender their own instincts or opinion in the spirit of consensus and relationships.

Thinking You Have It “Handled”

Another way a weakness can become a strength, is a feeling that you’ve got that skill handled, and don’t need to work on it.  Can you ever be too good at public speaking, strategy, or finance?  So often I see development plans focused on a person’s weaknesses, overlooking on how they can build on their natural gifts.

Over-reliance on the strength of your team

As a leader it is absolutely vital to build our teams to complement and supplement our weaknesses. That is a strength of a great leader.  The challenge is that over-relying on that strength can also make us weak, not investing at becoming stronger ourselves in those arenas.

An exercise that can help

  • Make a list of your greatest strengths (as an individual or as a team)
  • Next, brainstorm how each of these strengths helps you perform as a leader (or as a team)
  • Then, take that same list and do an honest assessment of where this strength is getting you into trouble
  • Identify some key actions to get a more balanced reliance on that skill

Please comment:  

What strengths are you over-using?

What strengths should you be developing even more?