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Over the holiday break I was able to spend some time reading a couple of books. One of the books, Open, Andre Agassi’s autobiography was given to me as a gift by my sister. Many of you might have heard the uproar about his book since he admitted to using recreational drugs during his professional tennis career. At first, I was surprised and shocked at the news. After further thought, I don’t hold it against him. I actually respect him even more for having the guts to admit it.
After reading Andre’s book, it made me think of that old saying. The one that goes, “The truth will hurt, but it will set you free in the end”. Now, I’m not perfect and of course like anyone I have my share of demons. I don’t plan to write a book about them either. Even if I did, who would read it? Maybe one of my next door neighbors since they don’t really know too much about me. I know my wife and close friends wouldn’t read it because they already know my demons. If they don’t know them and are curious, they could just ask.
A take away from Andre’s book that I believe can apply to developing people in organizations is his view on transformations. In his book, he challenges the conventional wisdom about transformation. Transformation is changing from one thing to another. In Andre’s case, he did not transform, he formed. He started with nothing and formed into a mature athlete, businessman, and father.
In my company we put forth a lot of effort to change people’s behavior so they can transform into something different. New and current employees that start new positions will make attempts to form into leaders or succeed in a new career. In my observations, usually after about 90 days, either the employee or manager stops by my office to discuss how they want to see a change. If the new employee is lucky to have a straight forward manager, they receive regular feedback to improve their performance. Sometimes the new employee rebels at the feedback and sometimes they listen. This can be a problem when the manager is quick to label the employee before they have a chance to form. Quick labels like, “fails to see the big picture” or “lacks collaboration skills” can ruin an employee’s career. It’s like judging a tennis match before it is over. In tennis, there is no clock to win a point. A tennis rally is not over until the ball is hit out, missed, or hit into the net. Similarly, in organizations employees need time to form into leaders. Managers need to observe an employee’s performance and not judge it too soon or wait until it’s too late (i.e., at the end of the year performance appraisal). They should not label the employee after 90 or 180 days. Rather, give the employee regular and specific feedback and let them form.
Have you ever experienced this type of people development in your company? Do you have an example of how to best develop people into leaders?
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Hello Ben, I want to thank you personally for your quick comment regarding the Andre Agassi book, because I was thinking of getting it myself. I just love to read, and especially autobiographies. It is a great way to enrich your own life and to get a different perspective on life itself by reading how other people lived their own days, how they tackle daily problems, what decisions they made and what was the reasoning behind those decisions, etc, etc.
ReplyDeleteHowever, what an interesting question you are posing, "Do People Transform or Form into Leaders?" or perhaps we can phrase it in another way, "Are Leaders born that way or are they made into leaders?"
I truly believe that there are people who are born with leadership qualities and through the natural growing process, these further develop and get stronger. Nevertheless, one of the most important elements in becoming an extraordinarily good and effective leader is spending time and working under the mentorship of an excellent leader. To follow in their steps, to make mistakes and be corrected and guided by a proven and established leader, in my opinion, makes all the difference in the world. It will also help an upcoming leader to solidify most of the theoretical concepts and put them into practice quickly.
Thank you Ben for this opportunity to share my thoughts on this subject, and I would like to keep in touch through LinkedIn, and this blog.
You may also check my blogs at:
http://connections44.wordpress.com
http://worldh2o.wordpress.com
Take care
Alejandro Tornato
Interesting... You mean if we are allowed to be formed or molded, or molding and forming ourselves constantly, if in the right direction we can become great leaders. A couple of years ago I read and studied the book "The Extraordinary Leader" (by Zenger and Folkman) which basically says something similar to what Alejandro said. That great leaders aren't just born that way, but you can learn and grow (form) into a great leader as well. Although, some of the great leaders I've worked with have a commanding presence, I think that respect, honesty, solid decision making, collaboration, determination, and just hard work are characteristics they all possess. I liked the book because it said you may never have all the necessary characteristics of a great leader, but if you focus and form one, two, or three traits and do them really well, you can become a great leader. The first thing they caution is getting rid of the five fatal flaws, which are absolutely critical before you can begin working on the good characteristics.
ReplyDeleteAfter managing a team of IT Helpdesk employees, I can see how working as a team and having the teams "Buy In" and using all ideas ties a team together and in some ways create a synergy affect. And as a team synergizes, that is when success happens and a leader is formed.
In my teens my dad was a Bishop in a ward of the Church of Jesus Christ of Latter Day Saints. I remember when he was released from that calling many members of the ward commented on how great of a job he did and how everything ran so smooth, even though he was a busy man being a Doctor in Brigham City. Many loved him and appreciated the service he gave. But even more, I remember my Dad's comments about the rest of the members and how great they were and all the service that they did was what made the ward run so smooth and accomplish their goals.
I think that similarly in many organizations that having and allowing the managers and employees function and function well in their respective positions allow for a team and leader to synergize and all parties have great success in whatever the endeavor is.
I’ll have to pick up Andre’s book. I’m looking forward to more posts Ben, you’re due for another!
Chuck