Like many experienced leaders I spend a considerable amount of my time coaching teams and individuals in various aspects of either personal or organisational development. I consider myself extremely fortunate that over the years my career has enabled me to develop a broad network of business and institutional leaders spanning a wide range of industries and sectors along with numerous world class academics that enables me to bring a rich diversity to this particular aspect of my work.
One of the most popular personal development topics, especially amongst those in the early stages of their development, is that of career management. Recently, during one such session, a thought struck me as I was discussing an individual’s potential options….
“I’m looking to use my current and next role as stepping stones into a management position prior to achieving executive status in the next 5 to 7 years” my mentee explained. “I’m looking to complete my professional qualification over the next two years and follow this up with an MBA; I’d appreciate your advice on which Business School would be most appropriate.” He added.
There was no hiding the individual’s ambition and desire to reach the upper levels within the organisation. As our conversation developed over the next hour or so his focus remained on the development of his technical skills and how he would develop his profile within the organisation.
“I want to run bigger and bigger projects and have responsibility for managing a large number of people. I want what I do to be really visible to the seniors” he concluded.
“OK it’s pretty clear you have a handle on how you are going to develop technically” I commented. “So tell me how do you intend to develop your leadership skills? If I were to ask you what you will be like in 7 years’ time what would you say? What will you bring to the organisation? What will be your defining qualities?”
It was clear from his reaction to this line of questioning that he had applied very little thinking to this particular aspect of his development. His responses quickly reverted to an expression of his technical skills and what he could do. I explained to him that whilst be able to deliver projects was a very important attribute his success and progression within the organisation would be heavily dependent on the development of his leadership capability and that he would need to devote as much energy if not more to this than to his technical skills.
The polarity of this conversation caused me to reflect back on similar discussions that I’d had with other early career high potential people in the past. Whilst there was no doubting that this was an extreme example of one of those conversations it was evident that the underlying bias was present in many of the other conversations.
So when did we learn to value ourselves, especially in the eyes of others, by what we do rather than who we are? Which of our other evaluation criteria are similarly flawed? How should our contribution be measured and rewarded that reflects our real contribution to the organisation through our interaction with those within it?
More worryingly when was the last time that any of us, irrespective of the stage of our career, sat down and evaluated whether our chosen path was truly reflective of our sense of purpose and meaning giving rise to fulfilment of our expression of achievement and well-being?
Hmmm… in my case it’s been quite some time…