The title of a recent TLNT article caught my attention—“Leadership Takes a Plan”—so I read it. The article was good (most of the TLNT articles posted on eremedia.com are good), but I was surprised at the direction author Randy Hall took in “Leadership Takes a Plan.” I had expected recommendations for how leaders should communicate with their staffs and organizations.
The leaders I worked for focused on communications, and that has been my focus also. I think of leadership as a hierarchical thing, while Mr. Hall focused on leaders as mentors and developers of people—a very important aspect of leadership. I was somewhat embarrassed to realize how narrow my first reaction to the article’s title had been.
In the article, Mr. Hall says that leaders need a plan for how they will mentor people. Leaders should schedule their mentoring, have a strategy or process for developing people, and measure the results of how protegés develop. All valid points.
I’ve written before about the importance of discretionary time, and I come back to the concept over and over again as I plan my weeks and months and as I make daily choices in how to spend my time. Like Mr. Hall, I believe that if you don’t put things on your calendar, then they must not be important. Scheduling planning time is important to me. I schedule daily (or at least weekly) time to work for long-range projects. And, as Mr. Hall says, it’s important to schedule time to meet with people you are mentoring. Do you have regular meetings set with your protegés?
The strategy for developing people may be more difficult. You probably need individual plans for each person you are actively mentoring. Some might need work on their communications skills, so getting together before and after presentations or other major communications opportunities might be important. Other protegés might be working on their project management skills, so periodic check-ins to discuss their project plans might be needed. And sometimes protegés might not even know you are actively focused on their development (though transparency will probably have a bigger impact), so regular meetings with no set agenda might work.
Lastly, Mr. Hall recommends measuring results. With people development, that can be a difficult task. Still, there are ways to set measurable goals—a certain number of opportunities to present, readiness for the next promotion, favorable reactions from certain managers and executives on a presentation, etc. The point is to think about what success looks like on the person’s development, and then plan your plan to reach that result.
As I’ve reflected on his article, I’ve realized that the point Mr. Hall makes—that you need to plan how you will develop people—is crucial in everything we do. Yes, it is important for developing people. But it is equally important for corporate communications—where I thought initially he was taking his article. And planning is important for accomplishing long-range projects. And for everything else.
With everything you want to get done, you need to articulate what you want to accomplish. Then put it on your calendar, have a strategy, and measure your results.
What do you need to spend some time planning? Do you need to focus on scheduling it, developing a strategy, or measuring results?