Be Your Own Leader
There has been a new normal emerging in the workplace for some time. Switching jobs used to be a red flag for recruiters. Now it’s becoming a more accepted practice as people seek to advance their careers or adjust to layoffs. In fact, according to a recent report on employee tenure from the Bureau of Labor, employees of all ages in the United States change jobs on average every 4.2 years. It’s even less time amongst those aged 35 and younger. That means the average person will likely work for 12 or more companies in their career. When a company hires a new employee, there is a lag time between their entry and their contribution to the organization so when an employee unexpectedly leaves it is both expensive and disruptive.
While it is interesting to consider the effect the new normal is having on companies, it’s important to look at the effect it also has on its employees. They must have a much longer perspective then four years. They were hired by the new company, because they possess the education and experience needed to do the job they have been hired to do. Statistically, employees in the early stages of their career, between the ages of 25 and 34, will only remain with an employer for a median time of 2.8 years. That means there is very little incentive for the employer to invest its time in development of anything but “hard skills” in its young people. That’s why it is critical to grow yourself by being your own leader so when you become a leader, you can successfully grow others. Because companies know that their talent may leave in 2 to 4 years after being hired, they try to retain people with slogans such as “people are our most important asset”, performance management systems that include career path counseling, employee surveys, development programs that focus on hard skills, or leadership programs offered to high potential talent after more years than most will stay. The results of the performance and cultural development programs are generally disappointing.
The primary goal of a leader is the development of those they lead. That means that up to 10% of their time must be given to each person they lead. However, in today’s highly competitive, fast paced, and constantly changing work environment the new normal does not reward leaders for developing their people. They simply don’t have the time or the skill set it requires. You can enlist the help of others, but always be your own leader. The same things that make a leader great will also make you a great leader of yourself. The faster you accept being the leader of yourself the faster you will reach your goals.
Internal partnerships and collaborative working relationships are an important tool for reinforcing a shared common vision and purpose. They help build trust, openness, and a recognition of the value of all its members. Once established, those relationships can become the basis for seeking feedback from others who understand that you want feedback so you can improve. It also means that everybody will be allowed to help drive their own development. Remember that to really know how you are doing you have to ask others. If they understand you really want honest feedback, they will give it and the combined feedback of several people having different perspectives and experiences is more valuable and accurate than feedback from one. An ideas meritocracy can’t exist without these collaborative relationships because good ideas can come from anywhere, but they often start from casual conversations among peers or colleagues where it feels safe. Don’t wait for the organization to create these opportunities for you. You can create them on your own by creating a feedback culture among those you work with. The benefit of having a strong feedback culture is that it breaks down traditional linear channels of feedback and replaces it with feedback being just what we do. With that feedback, you learn, grow, and execute your vision.