The definition of mentoring varies among cultures. How the word mentor is culturally understood can alter the very essence of a mentoring relationship. For example, the word mentor might be closely related to teacher, supervisor, or expert in another cultural context. It might not translate directly, or it could connote a negative association because of a perception that it is a position of weakness to seek a mentor. (more…)
A leader told us, “I wish my people would ask me how they are doing or what they need to do to improve. It would make it so much easier to give them the feedback they need and I would have more confidence that they are going to do something with it.”
Feedback is critical to success. It is the foundation for self-awareness and openness.
A GenY sat down in her performance review and got a very blunt, somewhat harsh, critique from her senior manager. Since her own supervisor had been giving her glowing recommendations, it took her aback. She was upset and initially hurt by what she believed was a focus on only what she wasn’t doing right, with little regard for what was working well.
When she reflected about what he was telling her, she realized that the kind words and encouragement she had been getting from her supervisor, while making her feel good, it did little to help her improve. She saw that his inability to tell it like it was had hindered her growth. Her senior manager was frustrated with her for not making the kind of progress he had expected her to. Once she realized that this senior manager was helping her see where she stood, she focused on what she needed to do. She wrote him an email thanking him for his blunt but helpful feedback and that she was going to work on the issues he addressed. He was impressed with her response to the session and even more impressed with how quickly she turned herself around.
Do you know where you stand?
Leaders articulate a vision, set a course, are decisive and have presence in order to inspire others. And, leaders also need to be open. (more…)
A plant manager got up at his monthly operations meeting to address his 245 employees. “I am very proud to announce,” he said stone-faced, with his eyes glued to his notes, “we have been named ‘most productive operation’ in the company. It’s a great day for all of us.” No one clapped, no one cheered, and no one believed him. (more…)
Why self-awareness?
Without being self-aware, personal growth is unlikely to occur and we end up concentrating on others people’s weaknesses rather than our own. Let’s look at Judy, a new manager, who lacked self-awareness about her openness to others’ ideas.
Judy felt competent in her own management skills. After all, she had a master’s degree in leadership and a coveted management position in one of the fastest growing companies in the Bay Area. After three weeks into her new job she launched an initiative to change the department’s billing procedures. It wasn’t long before her staff grew increasingly resentful. They couldn’t understand why she started overhauling a program when she had little understanding of what it was all about. She hadn’t even asked for their input. Despite Judy’s assurance to the group that she wanted to hear from them, she became red-faced, stern and angry whenever she got pushback or resistance from them. Everyone knew that any ideas that didn’t support her own weren’t welcomed. Staff, peers and managers tried to encourage Judy to slow down and be more patient with changing things. Many suggested she hold meetings with staff to explain her goals and then get staff to provide the solutions. Judy assured everyone that she was doing just that. Her lack of self-awareness made it impossible for her to recognize that anger and intimidation were keeping people at bay. After morale sunk to a new low, Judy was relieved of her position. No one was surprised except Judy.
Lesson Learned? Judy needs to develop self-awareness. Unless she does, she is destined to repeat this problem in future management roles.
