Provide a genuinely supportive environment through your professional development, promotion, delegation, and training opportunities. In this video, Phil takes a critical look at the positive impact and unintended consequences of how you manage your team members' development.
- A good leader, whether for a technical or non-technical organization, is going to be an inspiration to the people under them. She or he will be able to impart the strategic vision of the organization in language that the team will understand. They'll make sure that they have the facts before making decisions that affect their workers. And they will show empathy and consideration even when they don't understand all the details of the daily production work.
One last thing. They will be interested and active participants in the effort to help their employees continue to grow. I'll admit, this last one is of special importance to me. In my opinion, creating an organizational learning culture is one of the most powerful things that a company can do to show their employees that they really care. A lot of companies have some sort of educational reimbursement program, which I think is terrific.
And, there's a moderately good chance that you're watching this course because your company has an enterprise agreement with LinkedIn Learning. And that's great. They've shown a commitment by buying that license and making the resource available to you. Some businesses take extra steps with this. I'm aware of teams within companies where employees develop a documented learning path as part of their annual goal-setting with their managers. Not only that, but time is built in so that they have the opportunity to pursue learning inside of normal working hours.
Look, this only makes sense. Employees feeling like they have the tools and opportunity to develop their careers is one of the top factors for ongoing satisfaction and engagement. So it's smart business to truly support employee development, which includes both money and time. Leaders, ignore this at your peril. Now, another point I want to make about employee career paths. Not every employee wants to grow in their career.
This doesn't mean they're not doing a terrific job at whatever it is they're doing. They're just not interested in doing anything else. They like their job, they know they're good at it, and it brings them real satisfaction. Unfortunately, in some organizations, these people are not valued. They're seen as stuck. Now I've honestly heard, "Well if someone is in the same job "more than three years, we should get rid of them. "They're not flexible enough to deal with change." Now to me, this is crazy talk, and it's often crazy action too.
I've seen veteran employees let go because they were perceived as being too stodgy, and then quickly hired back when management realized that they were the only ones who knew how to do their jobs well. So yeah, create opportunities for your employees to grow, promote from within where you can, and give people the chance to move up the food chain if they're interested and capable. But remember, not everyone has the personality and skills to be a good manager or leader.
Don't promote people to these roles beyond their competence just because of seniority. And people who are happy staying where they are, treasure them. They are one of your most valuable resources and a repository of organizational wisdom.
- Identify the best practices for building trust and credibility with a technical team.
- Define “data-driven conversation.”
- Recognize strategies that will help a nontechnical professional adapt to a technical team.
- Name three ways you can help employees in a fast-growing department get up to speed on projects and tasks.
- Recall the major role of a manager.
- Determine the benefits of a flexible work environment.