Leadership Development: Equipping Leaders
This post is part two of three in a series on leadership development. If you haven’t read the previous post I’d like to encourage you to pause and read Leadership Development: Engaging Leaders post then jump back to this post. Today I’d like to look at how do we equip those we lead for leadership but I think it’s an important first step that we engage them. That’s why I encourage you to read the initial post.
I’ll be the first to admit, there are so many incredible resources available when it comes to leadership development and equipping leaders. Probably more now than any time before. I want to talk equipping leaders on a very personal level. If you did go back and read the Engaging Leaders post you already know about the personal nature I believe leadership needs to be done at. If engaging people leadership is the beginning of the conversation, equipping is the follow up questions we ask throughout the journey. What I’d like to do is give you some of those questions I ask my people. These are questions I ask constantly but especially to new leaders or those stepping into new roles.
What did you feel went well and what didn’t?
For me, this question usually follows someone doing something for the first time but not exclusively. Taking in their feelings on this may seem trivial but it’s important because you’re considering their thoughts and emotions. At this point, affirm the things they did well and coach the things they didn’t. Have a conversation with them that is both life giving and better helps them for the next time they have to step into that role.
What did you learn?
Whether it’s stepping onto stage to speak for the first time or they’re making plans for an upcoming event that they’ve done a few times already, there is always something leaders can learn to improve their leadership. Asking this question forces them to process not only how it went but any takeaways they may have learned. Self-Evaluation is crucial for a leader who wants to grow. It’s not always easy and at times it requires some tough honesty but it’s part of the growth process.
What are you going to do with what you’ve learned?
It’s one thing to recognize what we’ve learned and another step to apply that knowledge to our lives. For instance, if a student learned they weren’t as clear in their communication as they believed they were, they now need to learn how to improve their communication skills. If not, the next time they find themselves in that role they’ll repeat that same level of communication. If they choose to take what they’ve learned and apply it they’ll be a lot clearer communicators the next time they need it.
What can I do to support you?
This is more of a traditional idea of equipping leaders. What resource or resources do you need to go what you do better? Often times that resource is us. To stick with the communication example from earlier, if I’m a good communicator I can coach that student in their communication skills. It may be something as simple as talk slower or to talk louder but it may be something that takes a little more intentionality or coaching. When we ask this question, and of course follow up, it builds confidence and trust. They need to know we have their backs and that we’ll be a safety net for them if their wings don’t work just yet. Every time we “catch and coach” someone we lead their confidence in us and themselves grows.
Throughout all of this, I’ll give constructive criticism and guidance, coach the journey if you would. But I’ve learned that if those I lead reach answers to these questions themselves instead of me giving the answers to them, they learn it for themselves.
What else do you think? What are some ways you equip those you lead? If leadership development is truly a conversation, or perhaps a series of conversations, what are you saying to those you lead?