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I write more on personal and professional development than any other topic. In my book The Busy Leader's Handbook: How to Lead People and Places That Thrive, the first chapter sets the foundation for a person's development. The two main components are self-awareness and coachability.
Willingness is key to both: willingness to hold up the mirror to oneself and willingness to seek out coaches and coaching. Please think of the coach's work in its broadest sense. A coach is someone or something we can learn from.
As I was preparing to facilitate a workshop, it was apparent that many in the group looked at their direct supervisor as the person responsible for their development. Almost all the development opportunities were coming from within the organization. Yet a key characteristic that separates high performers from others is that they seek development on their own. I have researched and written extensively on this subject.
Development is impacted by a person's role and experience. My first job at 15 was at Burger King. The person who showed me how to make a Whopper was a coworker, not the store manager. Coworkers are more experienced and closer to the process. As one moves from a frontline worker to a supervisor, a change takes place. In many instances, the supervisor may report to someone who at one time had the job they are now in. My experience is that in small organizations, as a person moves up to higher roles on the organizational chart, they will be supervised by people who lack experience in their specific area. Or they end up leading people with more experience in the area than they have.
Now, back to my workshop. To prepare the group, I sent a survey for them to complete and bring to the session. Here are some of the questions:
1. What is your current role (duties)?
2. What skills and subject matter expertise are needed to fulfill your duties? Think beyond typical management skills. If you manage a merchandise store, what specific knowledge and skill set are needed?
3. Who knows more about your job duties, you or your direct supervisor?
4. How are you actively building your skill set? What is the most recent book, article, podcast, video, course, conference, or other resource you have read, listened to, or watched to build your skill set?
5. Whom are you learning from outside your organization (someone in a similar role or with expertise like yours)? Who was the last such person you spoke with? When was the last contact?
6. Whom or what are you benchmarking? When did you last benchmark them?
7. What skills does your supervisor have that you are looking for?
8. Do you have a mentor? When did you last speak with them?
My message is that each person is responsible for their own development. Yes, we can learn some items from our direct leader. In many instances, we need to seek out learning beyond our leader and the organization. Development isn't something that happens to us. It is something we own, pursue, and never stop striving for.
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Quint Studer is the author of 16 books on leadership in the workplace and the community. His book Building a Vibrant Community is a valuable resource for civic leaders, business owners, and all citizens who have a stake in building a community they can be proud to call home. In Sundays with Quint, he shares a selection of his popular leadership columns for leaders, employees, and business owners in all industries. He can be reached at Quint@QuintStuder.com.