Working, as I do, on two sides of the leadership coin, there’s one thing that intrigues me.
I’ve yet to work with a client organisation in which the most senior leadership cadre complains about having too many talented leaders or aspiring leaders across the organisation. This remains true even now, in the midst of painful down- (or right-) sizing, when the number of leadership jobs available is diminishing.
It seems that talent is in short supply.
At the same time, working with individual leaders in organisations or at my coaching clinic on a Sunday, I meet men and women who are clearly talented and yet who struggle to find the right next job. (Right now, as a result of these kinds of conversations, I’m recruiting members of a London-based coaching group called Kick start your next career move. If you know anyone who might be interested, please forward this link to them.)
It seems that people with strong potential don’t always find it easy to find a job in which they can truly shine.
If you read my blog on a regular basis you’ll know that I don’t hold line managers responsible for the careers of their staff. We all have a primary responsibility to meet our own needs. Still, if you are a line manager to a talented and aspiring leader, I wonder if you relate to the dilemma faced by your colleagues.
Are you worried that coaching your staff will prepare them for a future in someone else’s organisation?
You know how it is. You’ve made the case for a new member of your team, someone who can take some of the load off your shoulders. Perhaps it took you a while to ask for help. Maybe it was a long and painful approval process, so that by the time you get to recruit, you’re almost on your knees.
You advertise the post and get any number of recruits. Maybe some of them look just right for the post, though your colleagues worry that these well-formed candidates are already ready for the next job and encourage you to take on someone who can benefit from some learning in this post. You do.
You choose someone with potential and you spend time bringing them up to speed. For a while, it seems as though you have more work as a result of recruiting them rather than less. Perhaps you spend six months, eight… maybe even twelve months or eighteen teaching them to hold the reins.
Having delegated all sorts of tasks to your new team member, you’re starting to motor. You are free now to handle an altogether more strategic agenda. You enjoy stepping back from the detail to plan your forward path.
And then, just as your plan comes to fruition, they leave.
It may be that this is the reality of your situation. Perhaps it’s something you worry about even though it hasn’t happened yet. Is it wise to invest so much in support of members of your team if all it means is that they move on?
Building a learning organisation
In 1999, the UK’s Department for Education funded a major piece of research in order to understand what differentiated the most effective school teachers. It followed hot on the heals of research into effective school leadership which underpinned the design of a national Leadership Programme for Serving Headteachers.
I was working at the time for the Hay Group, which carried out this work. Although mostly I have worked with client organisations in the private sector, these projects heralded the beginning of my involvement in the education sector. I was Director of Quality for the conduct and analysis of interviews with teachers across the country, for example, as part of the Hay Group’s research. After I left the Hay Group, I served for ten years as a regional and then national judge for the Teaching Awards.
One year, it was my privilege to observe a head teacher who, already successful in leading her own school, had taken on the headship of a second school. The second school was in some difficulty so her remit was to raise standards in the second school whilst maintaining standards in the first. As others before her had already found out, parents’ fear that standards might drop can make them highly unwilling partners in such an endeavour.
Nonetheless, the head teacher’s approach was audacious. She started to make strategic exchanges of personnel between the two schools. A member of staff in one school would swap places with his or her peer in the other school. Both would receive coaching and both would work with each other to exchange best practice with the aim of raising standards in both schools. Hers was essentially a coaching approach.
Standards improved across the failing school. Teachers across both schools reported an enriching experience which had built their awareness of and confidence in their skills. They improved existing skills and developed new ones. The head teacher had created what some call a learning organisation, in both schools. Coaching was woven into the culture and practices of both schools.
What “Miss” knew
What did this head teacher know that made her feel comfortable to take such audacious steps? Two things.
Firstly, she knew that even without any changes of personnel, the school she was taking on had greater potential than it was currently fulfilling. She had faith in the people in the new school – faith that they could learn and grow. She also held the belief that staff in her existing school, already seen as high performers, had the potential to learn and grow. She set out to make the experience a learning experience for everybody.
So far, so good. But what about the risk of preparing people for a future in other people’s schools?
In truth, this head teacher positively wanted to prepare people for their next roles, whether or not it was in her school. You could say that she wanted it because this was a reflection of who she was. She was, at root, a coaching head teacher.
But in case you are not a coaching leader, you might still want to know why. What thoughts and attitudes did she have that made her want to coach her staff even whilst knowing they might move on?
This head teacher’s approach was the manifestation of her belief that there are plenty of talented people in the world, people with potential to learn and grow. She knew that there would always be people coming into her school with potential and with an appetite for learning. In truth, experience had taught her that creating a learning environment for the adults in her school made the school an attractive place for precisely the kind of people she wanted to recruit – people with aspirations to learn and to work to high standards. She had no concerns about losing good people because she felt confident of her ability to recruit more good people to the school.
Room to shine
As I draw this posting to a close, I remember that this head teacher’s school shone like a beacon in her area and was heavily over-subscribed. It attracted parents and their children. It attracted teaching and non-teaching staff. What’s more, it attracted applications from precisely the kind of people she wanted to recruit. I wonder what brand your organisation has in your marketplace, whatever it is.
It’s easy, too, to see that some people also have a personal charisma that makes them shine like a beacon within their organisations and beyond. These are the people you recruit with confidence, if only you get the chance.
But if you’re not shining as an individual to your current or prospective employers, it doesn’t mean you have nothing to offer. More likely, it means you don’t know what your talent is or how to describe it. (If so, please think about joining me to Kick start your next career move.)
And if, as a leader, you want to attract staff who will make a real difference in your organisation, think about recruiting the very people you’d most like to keep, coaching them whilst they’re with you and accepting that, at some stage, they will move on.