“If you’re lucky enough to do well, it is your responsibility to send the elevator back down.”
These are the words of director, producer, actor (famously known in his role as President Frank Underwood on “House of Cards”), Kevin Spacey.
It begs the question, “What do leaders owe to their employees?” How do they, regardless of the profession or sector, commit to and demonstrate the sense of responsibility to individuals’ development and success?
In preparation for taking on this mandate, I thought of a few aspects we all might consider to better understand our biased vantage point.
Decide to:
- Look back. Way back – parents, school teachers, troop leaders, anyone who gave us encouragement, a boost, some incentive, or just plain cash. Acknowledge that we didn’t get to where we are alone. Why should others?
- Acknowledge the deck was probably stacked in our favor. Whether it was IQ, race, ethnicity, education, gender, genetics, location, health status, citizenship, or some other factor that was beyond our control but put us further up in the line.
- Own the luck factor. How many of us have moved up simply by being in the right place at the right time, sitting next to the ideal person, or being given the project that would be noticed? How much impact did it have on advancement? In my case, quite a bit.
- Admit politics played a role. We all have played the game (well and not so well) to make things happen. Learning the politics of the workplace was/is an essential skill.
- Give ourselves credit for the good amount of sweat equity, risk-taking, stamina, and commitment that got us to our place in life.
After this honest conversation ask yourself, “How can I take these insights and translate it into growth and development of others?” How can I support and encourage, so I can give to the next group what was given to me?”
In other words, how do we send the elevator down and help it come back up again with the next generation?
Be a thought and action leader in the advancement and development of people and technical leaders. Advocate, mentor, budget for, and influence the organization’s culture, so individuals are the most important asset; not a side job but a primary responsibility.
What are the action components?
Succession planning, at all levels, in all areas, looking further than next year. This exercise easily identifies the weak links and influences change. It also highlights potential superstars, solid soldiers, those who excel in good times and others who can be counted on in more challenging situations. It’s a plan with a process, timeline, and interim measurements that is then customized to the person and managed at the highest levels. It creates a roadmap to success for the individuals, teams, and the organizations. Top management needs to lead the charge and embrace the program.
Share with employees how they are viewed. This is especially important with good and excellent performers. Too much time is spent on the weakest staff members and not enough is dedicated to those who would be the greatest loss if they left. Publicly acknowledge them and privately share with them your vision for their future.
Get out of the way. Stop micromanaging everything, so no one gets a stab at the exciting and interesting work.
Let people fail. How else are they going to learn if the people at the top audit everything?
Involve more junior people earlier in the process. Consult with them, not just dictate. They often have a different, more reality-based perspective.
Listen more than you talk.
Catch yourself making “just one more point,” disrupting the flow and blocking the spotlight of others.
Don’t sit at the head of the table. It’s sends a message that discourages less senior people from contributing.
Reply “what do you think” before answering questions.
Take pride in the advancement of others. They’re your workplace, children, and grandchildren.
Consider stepping aside. How you do it and where you go is a longer discussion but room must be made — maybe you’re the obstacle.
These are but a few of the ways smart leaders can support staff and develop the next series of leaders. It not only good business but a personal responsibility.
Time to push that elevator button and be grateful for where you are.
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