Leadership is today’s buzz word akin to management in the 1980’s. You probably have been asked at least once, “Are you a leader or manager?”. Of course the right answer is “leader” because it is incumbent that all of us must be one, at least to be relevant in today’s organization. But how to become great leader?
Robin Sharma once in his book said that a leader decides which mountains to climb and a manager decides how to climb it efficiently. I think that analogy makes it easier to distinguish the function of leader v. manager. I juggle both most of the time and I believe most of us do the same. Right?
I was at a client’s office late afternoon last week. I was waiting for the Chairman long enough to strike a conversation with one of the managers, whom happened to be the Human Resource Manager. She is leading the organization’s academy and we exchanged smiles – and we talk. Replying to her question, I said my coaching is targeted to top talent – making top talents even better and hopefully they stay longer. Besides, my leadership program for managers and leaders is to enable them learn how to teach. She shared her stories of going through a particular coaching program, NLP programs, EQ and so on. She is a very prolific manager and hungry for new knowledge. She is quick to share her coaching experiences with talents around her but except these talents are not internal but external to her organization. According to her it is not possible to share her knowledge internally because no one would appreciate – she hasn’t tried yet. She hasn’t got over the feeling yet to drive the coaching initiative for her organization. She doesn’t know where to start. What a waste.
Large organizations are endowed with this wealth of experienced managers and leaders at all areas. They are groomed from ground up (most of them), defended the organizations through thick and thin and possess deep knowledge of the organization trade secrets. Unfortunately they don’t have the platform to showcase and transfer this latent and tacit knowledge embedded in them for years. So much knowledge sedimented in the same body and brain for years. These are not top leaders and senior management that may come and go – I am referring to prolific managers and leaders that are on the ground; servicing the customers and take the brickbats from their direct reports. We must do something.
One of the ways to scoop out this deep seated knowledge is through making these managers and leaders learn how to teach. This “teaching approach” has been used by General Electric, PepsiCo, Southwest Airline, Home Depot, Cisco, DARPA and many global organizations. Just look at yourself, someone must have taught you well. So it worked! Hence, we need to make our organizations teach and learn from each other. Best if the top management learn how to teach their experiences and the rest will ultimately follow.
You can start by getting the managers and leaders go deep down themselves to truly understand what is it they are very good at. This is call Teachable Point Of View (TPOV). Jack Welch (former CEO of GE) in his own words said, “As a great leader, you need to have teachable point of view.” TPOV helps managers to focus on their ultimate strengths and dissect them into learning curriculum. Say for example a Marketing Manager may be good at product launching. So he will create his TPOV based on product launching. He will gather all his experiences related to product launch (its successes and failures) and organize it to match his organization needs – and the best part he is doing this to teach his engineering department about product launching! This applies to all other managers and leaders from various department.
Coming back to the Human Resource Manager, her eyes lit up when I shared that with her. She now plan to make 2015 as her experimental year from just a manager to becoming a great leader through teaching. Wish her good luck!
Brickbats please send to firstname.lastname@example.org