Clearly, I wasn't working as efficiently as I could have. Now, I'm creating greater results, with less effort
I had no idea such basic shifts in the way that I think about my work and how I use my tools could have such a profound impact on my performance, and my life. Thank you!
The last time my inbox was this empty was 5 years ago -- on my first day of work as CTO
I feel so much better about my work.
Sometimes, though, I run into something puzzling. After coaching a busy executive and hearing them express (over several weeks) the immense relief it's brought them, I'll bring up the subject of training the rest of their team.
Sometimes, they'll hesitate, then say, "I'm not sure they need this as much as I do . . ."
This used to stump me. I've seen my client's teams, and usually they're just as overwhelmed as the executives they answer to. My clients have gotten clear, lasting relief, so bringing the same to their team seems like a no-brainer to me. Wouldn't it be wonderful if everyone were so effective? Why not train the rest of the team?
Building people instead of buying them
Here's my philosophy on coaching: when I hire someone, I want to get their full value. To do that, they have to grow; to grow, they have to be fed.
That's why it boggles my mind when companies invest in the latest systems and tools for their employees, then refuse to invest in training them. The team is left to flail about and figure it out for themselves, always struggling just to survive in their job: overwhelmed, over-stressed, overwrought, and overboard.
As an employer, I don't want my people working that way. I want them to be effective, confident, executive, and efficient. Of course, I could simply hire someone with all the skills I want, but those tend to be very rare and very expensive; besides, they may still be unfamiliar with my tools and processes.
Honestly, I'd rather build my people.
One employee, then and now
A few years ago, I hired an intern, a recent college graduate new to the workplace. When I hired him, he knew relatively little about effective self-management and knowledge work. Most of his experience had been with someone else telling him what to do and how. He wasn't a "knowledge worker."
Now, though, he is an executive: maybe not yet in title, but in what he's capable of achieving.
He didn't get there by osmosis. I've trained him myself over time.
I could have spent my time on other activities. I could have let him sit with his current skill set and simply answer emails and do clerk-work. I could have been content to not get the full value of his potential—but I wasn't.
I chose to unleash his potential, for his benefit and mine, by investing in and training him.
Has it been worth it? I'd certainly say so.
This isn't my first time, either: I've repeated this many times, with many people over the past 30 years, and gotten tremendous value as a result.
Get the value
Maybe that's an extreme example, but it illustrates the point. You hire someone to create value for you. Even if they come in with skills, at the minimum they need to learn how to work with you and your organization to create value.
"Value" can be measured in a number of ways:
- How quickly you get things done
- How much of your effort is directed towards the right things to do
- How confident and focused you are at work
- The speed and precision of your decisions
- Your ability to quickly process inputs and recalibrate
The job of you and your team, together, is to create value (all of the above and more) for the organization. So the question again is: what if you grew value in them?
But what if you lose them?
A senior manager once told Zig Ziglar that he didn't want to waste money training his people only to have them leave. Zig's response was, "The only thing worse than training someone and losing them, is not training them and keeping them."
I take the same view. You can train your people and make them more effective, confident, executive, and efficient . . . or, you can simply stay at your current accomplishment level. Think about it.
There's more to the story of the young intern I hired. I knew from the start that our time together was limited—a year or two, at best. So why would I invest so much in him?
Again, because I wanted to build value in him, for as long as I have him. I know it's been better for him and me.
The bottom line
The bottom line is that coaching and training work, and my clients and I have seen it work hundreds of times. This includes training I've given, received, and seen others give and receive. Some of my clients have even gone out of their way to measure how well it works (ask me for the impact report from PUMA).
I've seen people become more confident, relaxed, de-stressed, in-control, effective, and efficient after only a few hours of training. I've even come back to those people weeks or months later and found they're still working effectively. In most cases, they've even built on what they've learned and moved beyond it!
I've had the privilege of working with some forward-thinking managers and executives who've chosen to invest in their people. Because of that, they and their teams have gotten far more value out of their work. Most of them aren't using any more time or energy than they were before, but they're still getting much more done and much more effectively.
The client's decision . . .
To me, the decision to train people and build their value is unmistakably clear. It was clear for my client as well: once he saw the value, he decided to extend the training to other members of his team, and greatly appreciated the benefit of it.
. . . and yours
So will you be the manager that doesn't invest in training their people, leaving them to work with their current skills until they leave you?—Or, will you invest in them and get the value of their full potential for as long as they stay? The choice is yours.
When you're ready to invest in your people and get greater value in return, give me a call. I can help.
Discussion for this entry is now closed.