Chapter 12 : Teaching Others
Teaching others is fundamental to future success. One of the most important roles a manager has is that of a teacher or mentor to the employees who work for them. Improving the skills of the individuals in a group helps to create a high performance organization. As a team reaches a state of high performance, those results reflect positively on the leader who facilitated the situation. Also, most employees want to progress in their careers and assisting them in this regard is a powerful motivator.
My employer is in the midst of its annual review process. I am going to be able to use the material in this book in two principle ways. First, use the knowledge I have personal gained in chapters 4, 5, 6, 7 and apply it to the conversations that I need to have with my employees. Secondly, I will share with them this process and the information in the Lominger Career Architect and Planner and encourage them incorporate these into their development planning.
The introductions of each article in the chapters include a statement about why each is important to my aspirations. These statements are indirectly related to my need to use this information to develop or improve interactions with my employees, peers, or managers. Some partial examples:
· Chapter 4 on leadership: I am displaying and encouraging the characteristics of a generative leader and a level 5 leader. Continue to push myself and them toward Strategist and Alchemist action logics.
· Chapter 5 on motivation: I will use the principle of job enrichment when discussing past and future activities. I will be sensitive about their belief systems, and look harder for each individual’s strengths and the triggers which activate those strengths.
· Chapter 6 on teams: I will make sure one of the five dysfunctions of a team are present and make sure they see me as an authentic leader who cares about their success. Ensuring that individually, they help to reinforce the traits of high performing teams.
· Chapter 7 on change management: applying these organizational principles to the individual. Making sure there is a sound understanding behind the reasons for change, how change can be achieved and measured. I will make sure I do not violate an compacts between them and the organization.
I believe this process was very valuable to me. I was able to focus on my career and development in a way that I had not figured out for myself nor were any of my previous managers able to articulate. During the next week I am going to sit down individually with each of my team members and describe the process in chapters 1-3. This will give each employee time to think and reflect before our formal company required meetings in late January. Once employees are able to clarify their aspirations, rough self-assessment, and development targets I can better coach them and be alert for assignments and projects that align with their plans.
My employer is in the midst of its annual review process. I am going to be able to use the material in this book in two principle ways. First, use the knowledge I have personal gained in chapters 4, 5, 6, 7 and apply it to the conversations that I need to have with my employees. Secondly, I will share with them this process and the information in the Lominger Career Architect and Planner and encourage them incorporate these into their development planning.
The introductions of each article in the chapters include a statement about why each is important to my aspirations. These statements are indirectly related to my need to use this information to develop or improve interactions with my employees, peers, or managers. Some partial examples:
· Chapter 4 on leadership: I am displaying and encouraging the characteristics of a generative leader and a level 5 leader. Continue to push myself and them toward Strategist and Alchemist action logics.
· Chapter 5 on motivation: I will use the principle of job enrichment when discussing past and future activities. I will be sensitive about their belief systems, and look harder for each individual’s strengths and the triggers which activate those strengths.
· Chapter 6 on teams: I will make sure one of the five dysfunctions of a team are present and make sure they see me as an authentic leader who cares about their success. Ensuring that individually, they help to reinforce the traits of high performing teams.
· Chapter 7 on change management: applying these organizational principles to the individual. Making sure there is a sound understanding behind the reasons for change, how change can be achieved and measured. I will make sure I do not violate an compacts between them and the organization.
I believe this process was very valuable to me. I was able to focus on my career and development in a way that I had not figured out for myself nor were any of my previous managers able to articulate. During the next week I am going to sit down individually with each of my team members and describe the process in chapters 1-3. This will give each employee time to think and reflect before our formal company required meetings in late January. Once employees are able to clarify their aspirations, rough self-assessment, and development targets I can better coach them and be alert for assignments and projects that align with their plans.