Today’s Tuesday Reading is from Peggy Huston, Leadership Coach at MOR Associates. Peggy may be reached at [email protected] or via LinkedIn.
At this time of the year, many MOR programs are concluding. Program participants are reflecting on their experience and the changes they have made – perhaps seeing themselves as leaders differently than they had a year ago. There may also be a sense of relief that the end of the program results in one less demand on their schedule. But does it?
Way back in the 1980s, I worked in manufacturing and construction industries that were following the continuous improvement trend. I learned and practiced the methodologies of Kaizen, Total Quality Management (TQM), Just in Time (JIT), Six Sigma, and others that were based on the concept that there was always an opportunity to improve the quality of our work and product. Over time, I came to realize that the idea of continuous improvement applied to me as well.
I was a system administrator then, the technology expert, and usually reported to the Chief Financial Officer (CFO). These were smallish companies and neither the CFO nor anyone else in the company had more technology experience than me. They were relying on me to contribute toward the company’s strategic goals. As I advanced in my career and took on positions with greater responsibilities, it was up to me to determine how I would continually grow my thinking and my skills so that I continued to add value that enabled the organization to achieve its goals.
At recent program capstone celebrations and final coaching sessions, I have been asking program participants what their plans are to continue their leadership development. They have shared many good ideas, including scheduling time for development, continuing to meet with accountability partners, reviewing the workbook, and gathering the cohort on occasion. They have also asked me what I would suggest. I have reflected on this question, and on my own leadership journey, and offer the following.
- Goals – Always have a stretch goal that you are working toward. I have worked with some leaders that just can’t think of any area where they need to grow. What I hear in this mindset is that they are limiting their potential. Great leaders are actively seeking opportunities for growth.
- Mindset – Grow a growth mindset. A growth mindset is not thinking or saying, “I have a growth mindset.” It is demonstrating a growth mindset. Believe there is no end to your growth. Intentionally put yourself out of your comfort zone and pay attention to how you react. Those reactions represent opportunities for your growth.
- Action – Take consistent action. Schedule a weekly planning session to identify the priorities you will accomplish in that week and include where you are going to take action on your stretch goal. Schedule a weekly debrief to assess your accomplishments on your priorities and your growth toward your stretch goal. Pay attention to what you are learning about yourself in this process and how you can use that information to achieve your goals.
- Relationships – Develop a strategic plan to build out and maintain your network. Schedule 1:1s and convene groups of contacts that you think would benefit from meeting each other. In addition to within your organization, go beyond your organization. Leverage your network. If you are a MOR alum, use the MOR Community Directory to reach out to your counterparts at other institutions. Learn what challenges they face and how they are/are not meeting those challenges. Utilize existing networking platforms like LinkedIn. Join a professional organization in your field, or related to your field. Even if you cannot travel to a conference in the next year, you can participate online, meet new people, and initiate new relationships.
You made a significant investment in yourself if you fully engaged and participated in a MOR program. Like any investment, you can let it sit and ignore it. It might continue to grow in value for you, or it might not. The growth of your investment is up to you.
Many organizations are currently facing exceptional challenges. It is likely that you are impacted in some way by the current context, and some of you have been directly impacted by budget cuts and the unsettling task of laying off employees. It is these challenging times that may offer you the greatest opportunities for growth, if you choose to take them. It is more important than ever that you think strategically. Your organization must focus on how it will move forward. How will you be thinking and acting strategically to demonstrate the value add of your leadership?
I was in a Zoom breakout room recently listening to participants reflect on what they were taking away from their program. One participant, after sharing several goals they were taking forward, stated, “I need to stop thinking small and think big.” Her pithy summary brought to mind Rabbi Hillel’s message to take care of ourselves, to take care of others, and to take action. Over the years, it has inspired me to grow:
“If I am not for myself, who will be for me? If I am only for myself, what am I? And if not now, when?”
Where could you most benefit from focusing to continue your growth as a leader?
Last week, we asked if Is your organization facing layoffs in this challenging time?
- 44% said no, not at this time.
- 33% said yes, and they are now complete.
- 23% said yes, we are working through it.
Over half of our organizations are facing layoffs or the aftermath of layoffs. This is a challenging time for everyone. As leaders, how we take care of our people – both those departing and those remaining, shapes culture long after the event. This, combined with the other challenges many organizations are currently facing. From leadership guru Warren Bennis, “the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders.” What are you doing to be intentional in developing your leadership in these times?