Growing the Next Generation of People-Centric Leaders

Abstract

In this chapter, I extend the conversation about being a People-Centric leader to helping others become more People-Centric in their leadership. I focus this chapter on why a leader should and how a leader can grow more leaders. I argue that being a role model is critical, but not enough. We also need to be intentional in helping others develop, starting with helping them understand the value of a People-Centric approach (i.e., developing a People-Centric mindset) and then supporting their development at a local level. I focus here on what leaders can do to incorporate key principles of adult learning (experience, feedback, and reflection) and three methods for impacting development (training, experience, and coaching).

Application Activities

Look over the following questions and activities. In this chapter, they are designed to give you an insight into supporting others to become more People-Centric. Ask your leadership team to do these activities.

Application Activity 9.1: Using Questions to Support Reflection

I listed a number of questions that should be useful for helping someone reflect on a significant experience. I want you to identify a fairly recent, memorable work experience. Recall that experience—turn on your mental video replay machine and try to relive that experience as best as you can. Now, respond to each of the following questions about this experience (where applicable) and then answer the general questions about this activity. This activity can also be used by a work group to conduct an after-action review for a shared experience. Try it!

Questions:

• What is my most important takeaway from this experience?

• What worked? What didn’t work? Why?

• What do I want to look out for next time?

• What did I learn about myself?

• What do I want to take with me going forward?…drop out?

• What will I do differently if the same situation reoccurred?

• How can I avoid this situation from reoccurring?

General questions—answer the following about your experience with this activity:

• 1. Did this activity help you develop a deeper understanding of this experience?

• 2. Did it help you identify what you learned about yourself?

• 3. Did it help you identify how you could approach this situation differently if it were to reoccur?

• 4. Were you somewhat clearer about how to avoid this type of situation from reoccurring?

Application Activity 9.2: Coach?

I’ve covered a number of reasons for why coaching can be valuable to a company and to the people being coached in this chapter. What I didn’t cover is that coaching takes time! It is not something to dismiss too quickly. For most of us, our work lives are full! When we decide to support someone by coaching them, therefore, we should have confidence that our time will be well-spent.

So, let’s tee this up. Who would you want to coach to become more People-Centric?

Think about your direct reports and teammates and how you can contribute to their development as a People-Centric leader by serving as their coach? Answer each question below with only one person in mind. Then, move on to another person, and repeat this activity again.

Have someone in mind when you answer these questions.

• 1. What kind of relationship do I currently have with this person?

• 2. What do I know about this person that makes me want to contribute to his/her development?

• 3. What makes me believe that he/she would want to become more People-Centric?

• 4. What new value can I expect this person to produce if he/she takes my coaching seriously?

• 5. Am I capable of helping this person think through, understand, solve, and devise a strategy to become more People-Centric for him/herself?

• 6. Will I enjoy contributing to this person’s development?

So, what do you think? Is this person worth your time? Who should you consider next? Go through your folks—consider everyone you believe has a real chance to become more People-Centric and who you believe would respond positively to the opportunity to have you as a coach.

When you have gone through that group of people, approach one or two of them, at most, to coach. Invite them to participate. Tell them what you want to accomplish, why you picked them, and what you can do to support them. Ask them what they want to accomplish and work out a coaching agreement (to include obtaining a commitment on their part to their goals). Put aside time on your calendar…and have them do the same. Move slowly into coaching and feedback, but stay connected to the People-Centric model. Use it as a handrail to guide your discussions, assignments, and feedback.

Good luck!