What I mean is — each one of them had the mindful presence and focal strength to be in each and every moment with me.
And with him and her and maybe even you.
To ensure we were getting their fullest attention and guidance.
That takes a lot of work and consistent personal leadership to pull off. Some of it may have been natural but much of it was developed over time.
Time that just isn’t being invested today. I mean, who has time (or money) to develop managers when we’ve all got work to do trying to make money?
The return on the bottom line conundrum.
For example, I read in a TechCrunch article last week titled Tech Industry Managers: Little Men in Big Shoes?, Professors Robert Fulmer and Byron Hanson of Duke University’s Corporate Education group researched the management practices of 23 leading high-tech firms.
You can read the article in its entirety at your leisure, but in summary:
- Most of the corporate leadership felt that leadership development is a high priority.
- However, managers have no “clear road map” on how they can develop themselves.
- Managers also have no idea who’s responsible in their organization for leadership development.
- It’s no wonder then why so many companies suffer from morale problems, missed deadlines, customer-support disasters and high turnover.
- Leadership and management development is important and applies to all industries — high-tech is no different that any other.
The author of the article goes on to discuss various higher education leadership and management development programs — although most with exclusive limited acceptance rates.
Also, according to Thomas L. Monahan III is chairman and CEO of Corporate Executive Board in an article titled Senior leaders vs. middle managers: Who matters most? from The Washington Post:
The “so what” for leaders is to:
- Select managers with great care — they are your primary communication channel and connective tissue to your employees
- Teach them to lead and manage (a disproportionate percentage of employees are managed by poor or first-time managers)
- Remove other burdens from you management team.
Across the organizations we sample, managers are working 10 percent more and spending 20 percent less time coaching and developing employees. That’s a problem worth fixing.
It is, but where to start?
Why not You, Inc.?
I mean, if can’t manage yourself, then the odds are pretty darn good you won’t be effective managing anyone else.
Wouldn’t a company get the highest return on talent investment if each of us could manage ourselves to then manage others more effectively?
I’m pretty sure the answer is yes.
There are many programs out there today that are much more affordable and inclusive when it comes to developing personal leadership and management skills, one of which is Glowan’s titled Total Life Leadership.
The bottom line — developing ourselves leads to:
- Helping employees make better business decisions with less supervision.
- Enabling individuals to work more effectively together.
- Assisting employees in taking responsibilities for themselves, their work, and the
- end results.
- Learning to better leverage human and other resources across organizational boundaries.
Just as life is a journey, developing You, Inc. is an ongoing process. This post wouldn’t be complete without giving you a sampling of tips to help you manage your personal organization:
- Periodically step back and review the departments of You, Inc. – physical health, emotional intelligence, work/life integration, lifelong learning, social well-being, career navigation, and financial well-being.
- Give yourself credit for the areas in which you are doing well and making improvements.
- Be on the lookout for areas in your “organizational self” that could become weaknesses.
- Seek support from others. Put together a personal “board of advisors” – people who are doing well and can encourage you.
Let’s each get incorporated to be better and brighter.