I did a little mental exit interview for myself today. To just clean the cobwebs of my mind. And I felt so good by just listing all the things I needed or wanted to succeed. I am generalizing it for leaders across organizations. Just my way of giving back –
- Give a new employee some time to lay their foundation in a role before announcing organizational changes
- Give a new employee benefit of doubt with the first round of strong feedback. Change takes time.
- Be interested in his/her growth. Show him/her the gaps they need to fill to go from good to, better, to best. Give him/her examples of what success looks like.
- Give him/her time to hire, grow, stabilize his/her team, so they can start to delegate. Don’t allege his/her lack of intent to delegate. He/She is also dealing with changes. Pace it out.
- Support him/her on tough decisions, or lead the way if there is a better way to do.
- Give him/her signs of expansion of scope. Don’t marginalize his/her impact, especially without giving a reason.
- Coach him/her on how to overcome their weakness. Speak directly.
- Trust their capabilities and accept they for who they are.
- Support their passion, don’t belittle it.
- Don’t just critique. Be a coach. But also don’t prescribe. Let’s the employee choose their approach.
I have led 3 distinct teams, and many in consulting, and I have never lost an employee on my team. But I know that one day it will happen to me, and that day I will ask my employee what I could have done to help them succeed. It’s a promise to myself.