The power in being a people developer: who is the best people developer in your organization? Why isn't it you? - Management Tools: Supervisor Resources

HR Magazine, July, 2002 by Robert N. Llewellyn

Many years ago, while working for General Electric, I accepted a new assignment requiring a cross-country move. I didn't know the reputation of my new boss until the word got out that I was going to work for him. The congratulatory phone calls often included, "Don't you know who your new boss is? Tom Skinner's the best people developer in GE."

The title of "best people developer" is the lasting legacy of an outstanding boss who knows the importance of building his direct reports. For two years, I was part of Skinner's "crop" as he demonstrated the simple but powerful art of people development.

One might think people development is an obvious characteristic of all successful companies and their managers. But Lominger Limited Inc.--a leadership development think tank and consultancy--reports that managers and employees ranked "developing direct reports" dead last out of all 67 competencies in its bi-annual study of leadership skills. That's right--67th out of 67. So out of all 67 competencies, managers are viewed and view themselves "worst" at developing their direct reports compared to all other skills in their toolbox.

Why aren't managers better people developers? Examine these drivers and restrainers to see which ones resonate most with you:

Reasons To Be a People Developer

The following six reasons should be sufficient to drive managers to be great people developers:

1. To improve productivity and effectiveness. While developing a direct report may cause some temporary reduction in productivity, it will pay dividends in your department, team or division in the long run.

2. To maximize long-term potential. Developing direct reports improves the long-run success of your entire company. Leadership guru Warren Bennis wrote in his book On Becoming a Leader (Perseus Books, 1989):

"Since the release and full use of the individual's potential is the organization's true task, all organizations must provide for the growth and development of their members. ... This is the one true mission of all organizations and the principle challenge to today's organizations."

3. To keep your sanity. Good people developers usually go home on time. Developing your people not only improves their capacity to perform, but it improves your capacity to delegate. Dreading the forthcoming budget preparation? Delegate much of it to a budding "quantoid."

4. To attract talent. When the word gets out that you are a people developer, the up-and-comers in your company line up to work in your department, team, shop or division.

5. To "plant" good people. When people leave your area, they know your department's function, your methods and your needs, and can help you be successful from their new position.

6. To get promoted. Being a great people developer differentiates you from the pack. People say good things about you. People realize you are a more complete leader, not the usual, one-commodity manager.

Reasons Not To Be A People Developer

While unjustified, many fears and hollow excuses retard a manager's interest in being a great people developer. They include:

1. To avoid losing power. If you develop your people, you may not be the technical expert of your area anymore. (In reality, you agreed to not be the expert any more when you took a leadership position.)

2. To avoid losing your good people. As people develop, they may want to grow further beyond the function of your department. However, if you are seen as a "people hoarder," your career will be severely diminished.

3. To avoid being "leap-frogged." Someone you develop may eventually get a job you want. You may even have to report to one of your previous direct reports. (Let's hope you developed them well.) Use this excuse and you are showing a basic insecurity about your own abilities.

4. To avoid the "Fort Sumter Syndrome." Worse than the fear of being leap-frogged may be the fear that a former direct report could become an archrival in your organization. Confederate Brigadier General P.G.T. Beauregard led the first battle of the Civil War against Fort Sumter, which was defended by Major Robert Anderson, who had been Beauregard's artillery instructor and mentor at West Point. This excuse is another indication of personal insecurity.

5. To avoid taking the time. Yes, it takes time to be a people developer. What else are you doing with your time that is more important?

6. To avoid the responsibility. Some managers refuse to be passionate about their people and really don't care if their people grow or not. They insist it is someone else's responsibility, such as the HR department's. It's not; it's your responsibility.

These, of course, are not justifiable reasons. Borrowing a term from Abraham Maslow, these are not thoughts of the "self-actualized." They represent many attributes ranging from disorganization to fear, self-centeredness and lack of human respect. These attributes eventually will be exposed in large organizations to the detriment of the manager's career.

Tips on Being a People Developer

No one becomes a great people developer overnight, and there's no one right way to do it. You should cater to your strengths and to your style. Here are some general tips for improvement: