A few weeks ago, a member of our team posted on his social networks with great pride a new change in his professional career within the company. The way in which this person expressed his motivation to face the new challenge, his desire, his joy, but also the genuine positive impact that this generated in all of us around him, was something that made me (again, when these cases occur) very happy and motivated me to write these lines.
Identifying the right challenges for the people who work in our team and accompanying them on that journey is one of the most important tasks for those of us in leadership positions. Provoking those challenges, aligning them with the business, but also with the current/potential competencies and with the taste/interest of the people, is something fundamental.
On the leader's side, seeing, appreciating and, above all, recognizing the growth that people experience as a result of this journey is, in my opinion, one of the most satisfying experiences for me as a leader, and that is why I identify it as "the best gift a leader can have.
I share some comments related to this topic:
A very important click
Once, when I was just starting to take on roles with people in charge, someone told me: "When you are happier with the goals scored by the people in your team than with your own goals, then you will have made a very important "click": you will realize that this new job, being a boss, is for you". As time went by, I understood it better and today I have no doubt that this is the way it is.
We all have our pride and there is no better motivator than achieving goals and overcoming challenges. Now, in organizations, and particularly in leadership roles, achievement is through the team and no one but the leader should live that way.
To be manufacturers of challenges
Part of the most relevant functions we have as leaders is to be challenge makers for the people in our team. This is a challenge in itself (redundancy aside), as we have to balance several aspects, such as business needs, execution times, required capabilities, current capabilities and, with all that in mind, assign it to the right person.
On the other hand, to generate the full effect it is important to consider that these challenges must have some key attributes, such as requiring learning from the people who take them (they must generate growth), represent an achievable (but not guaranteed) success, as well as generate great satisfaction if achieved. On the other hand, their risk should be moderate, generating positive (and not destructive) stress.
It is a team effort between the leader and the individual and requires effort on both sides.
If the challenge is well placed, it will take time, difficulties, fears, stumbles; but not only for the person who takes it, but also for the leader.
The person will have to put all his or her effort, but the leader will also have to do his or her job, letting do, motivating, supporting and intervening when necessary.
Many times, there may be time pressures or temptations to step in "to help". In these cases it is very important not to lose sight of the development path we are seeking with the challenge and to know how to balance it with the business or operational objectives associated with the assignment.
On the side of the challenged individual, it requires openness to learn, to face new things, to play in unfamiliar terrain and, of course, attitude and persistence.
It also implies a willingness to ask for help, not only from the leader but also from other team members, who must know the context of the challenge, which will help a lot (and generate a synergic effect that is replicated horizontally).
The importance of communication
As always, good communication plays a fundamental role in these development processes. Both when we are going to communicate the objective/challenge (expectations, vision of the final result) and during the process (feedback, tactical changes, follow-up) and at the end of the cycle (reflecting on how far we have come and, above all, recognizing if the process has gone in a positive way, in terms of results and personal growth).
The latter seems to me to be very important. As leaders, we must slow down and reflect together with our colleague on the road we have traveled; look back, remember moments, put into words the before and after. When the cycle was successful, it is an incredible moment that both parties and also those around us should enjoy, recognize and should be a source of joy for the team as a whole.
Fortunately, many of us at Quantik have long had the opportunity to experience cycles of this type, which ended with that "great gift".
Many people have been traveling incredible journeys, which at the beginning seemed very difficult and then they themselves realized that they could go through them (and in an excellent way).
The joy that this produces in the leader is very special, as well as the motivation that it generates in the person for demonstrating to him or herself his or her progress and achievements. Not to mention the impact on the rest of the team and the achievement of common goals.
May this year and the ones to follow come with many of these gifts! And may the current and new leaders continue to feed the process; that will surely mean that we will be growing as a team and that the organization is a place where people develop, grow and, therefore, a place worth being part of.
By Rafael Staricco, CEO & Board Member of Quantik
