Built with Passion

If you asked me to rank the things that I love about what I get to do for a living, working on and providing resources for professional and leadership development to those within our organization would be at the top of my list. Building our organization from within is our goal. Effective developmental programs and succession planning will afford us the opportunity to make this a reality, while constructing a solid organizational foundation of leadership.

Building an organization that has strong leadership requires daily involvement through active mentoring and coaching as well as structured developmental programs. The leadership within your organization has to be devoted to the practice for it to become ingrained within the organization's culture. Those of us in a leadership role know that it can be a battle to find the time to make this commitment. My opinion is that leadership's involvement in the developmental process is so critical that organizations can only become successful at the practice when their leader's routinely demonstrate their passion for the process. I know I have written the following statement in previous blog entries, but people truly do "emulate their leaders." A leader's actions, or lack thereof, will create cultural drivers that will lead to a business having strong leadership and good succession planning or not.

From my perspective, it is of great joy to reflect on the times I have had the opportunity to be directly involved in an individual's professional development process. It should be a great source of pride when those that you work with on development embrace the principals that they are taught and utilize those skills to achieve higher levels of success and responsibility. I am exceptionally proud when these folks are recognized and rewarded for their contributions. One of the best feelings in the world is to watch individuals with whom you share your own personal thoughts and lessons, which you have learned from experience and mentors, achieve his or her professional goals. That is how you build and leave your professional legacy. Pretty cool stuff!

What has been your most rewarding experience when serving in a mentoring role?

Bench Strength

A common trait among effective leaders is in their ability to attract, retain, and surround themselves with talented people. What happens when one of these most-trusted folks leaves? Well, another trait, although not as common is in the ability to successfully execute succession planning. While some companies live and die with this practice and make it a bureaucratic process, others leave this up to the individual managers to properly execute. Let's face it, if you are not developing your replacement you are going to make it a lot harder for the company to move you into a position of greater authority or responsibility. Yes, succession planning is key to one's professional growth.

Our company, The Employment Guide, has a structured MIT (Manager in Training) program that is executed through senior and local management but is administered or measured by our training department. This has proven to be effective since it frees up our leaders time to focus on the actual teaching part of the program verses the related paper-work. We are also very close to the introduction of a new senior manager developmental program which will allow for a more formal developmental process to aid in the future development of our most talented folks. These types of programs are key in setting a cultural direction for the entire organization to be open in embracing the development of our people. This is and will continue to be a critical element in the success of our organization. We understand that our people are what truly differentiates us from the competition. We have great pride in knowing that we are committing resources to aid in the professional development of our people as well as their overall knowledge level about the changing landscape of our industry.

Succession planning is very important to me personally. I have been the benefactor of some great mentors in my professional life that successfully instilled this practice into my core personal leadership philosophy. I, like those before me, will do my best to continue to be an active part of the process and steer our organization in a direction that is people development oriented.

Are you currently working with someone on their development into a leadership role. There is not a better way to gain a greater understanding for a subject than to take on the responsibility of a teaching it. You put yourself in a position to learn more just to stay one step ahead of your student. In fact, by focusing on the development of others you end up truly focusing on your own development. That is a great gift to give yourself, your people, and your organization.

Put yourself in a good position to compete for that next promotion. Get busy developing your replacement. Better yet, develop 3 or 4 people who could step in and do your job tomorrow. This way you can easily move on to assume greater responsibility.

Who on your team is your replacement? Is it a "no brainer" in terms of your boss making the same decision? What about their boss? If you cannot answer that question with certainty you have some work to do. If you do not have someone that is stepping up in terms of being your replacement you best get busy with the recruiting and hiring process.

Good succession planning is good for you as the leader, your people, and your organization. Take it seriously and it will set you apart from the crowd.