Management by Jane: Leading Effectively from the Middle
One of the most inspiring leaders I’ve come across in awhile is a mid-level manager that refuses to read the memo that says you cannot make a difference unless you have a big title and corresponding office.
I ran across "Jane" recently in a workshop, and after listening to some of her answers to questions and examples, I made it a point to talk with her during a break. I was fascinated to find such a thoughtful, practical and committed leader and asked if I could pass along my observations in my blog. She seemed surprised that anyone would find her leadership style interesting, but was agreeable to me sharing her approaches as long as I kept her name confidential. Here are the highlights:
Technical Leaders: It’s Time to Throw Out the Single-Track System for Developing Talent
I had the good fortune awhile ago to interview a remarkably successful and happily retired CEO about his career in growing and running a number of teams and businesses. This gentleman, a dedicated engineer, reflected modestly on his successes and candidly about his failures in a 45-year career in manufacturing and technology organizations.
One of the many priceless discussion threads during the interview, focused on the challenges of developing leadership and individual contributor talent in technical organizations. Specifically, he railed at the "single career-track" approach that in his opinion results in many otherwise great individual contributors pursuing leadership roles for the wrong reasons regardless of their interest or capabilities for leading. There is wisdom in his perspective.
Leadership Development Conversations-Still Free and Always Will Be
I recently gave a talk at a gathering of managers and executives from different organizations, entitled: "Creating a Leadership Development Culture In Your Organization." The gist of the talk was that leadership development does not have to cost a lot of money and in fact can be jump-started with some basic activities. Also, I came down hard on the age-old excuse of "I don’t have time" that so many leaders use to explain their lack of attention to leadership and talent development.
Just today, I received a note back from one of the participants that renewed my faith in the fact that when presented with practical approaches, many leaders want to do the right things to support the development of their people.
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