Please enjoy this blog post co-authored by Danette Shaifer, Founder & Chief Empowerment Officer at Florishion Consulting & Coaching, LLC and Amy Wegener, Executive Coach and Consultant, AB Wegener LLC.
A Tale of Leadership at Southfield & Pinch
At Southfield & Pinch, a medium-sized law firm renowned for its commitment to excellence, the technology department is the backbone that ensures smooth operations. Among the many strategic challenges faced by the firm, one stands out: cultivating the next generation of leaders among the operational and administrative staff. This is a story about two managers, Casey and Jerri, and their journeys in nurturing emerging leaders. Through their experiences, we uncover the essential qualities and strategies for fostering leadership excellence.
Casey's Path to Success
Casey, a seasoned manager in the technology department, is known for a visionary approach and dedication to team growth. When a promising new team member, Alex, joined the department, Casey saw an opportunity to cultivate a future leader.
Vision and Empowerment
From the outset, Casey shared the department’s vision with Alex, outlining the team’s goals and how Alex could drive that vision forward. Casey encouraged Alex to take ownership of a project aimed at enhancing the firm's document management system. Alex was given the autonomy to make decisions and implement ideas, with Casey providing guidance and support as needed.
Mentorship and Continuous Learning
Casey understood the importance of mentorship. Regular one-on-one meetings were scheduled with Alex to discuss progress, provide feedback, and offer advice. Casey also encouraged Alex to attend industry conferences and training sessions to stay current on the latest trends in legal technology.
Fostering Innovation
When Alex proposed an idea to streamline the user interface of the firm's intranet, Casey didn't just listen—Casey championed the idea. Resources were provided to Alex to develop a prototype, which was then presented to the executive team. Alex’s innovation was recognized and implemented, boosting confidence and reinforcing the value of team members’ contributions.
Jerri's Struggle with Leadership
In contrast, Jerri, another technology department manager, recently hired a new analyst. A talented team member, Taylor, was under Jerri’s supervision, but Taylor’s potential remained untapped.
Lack of Vision and Guidance
Jerri missed the opportunity to articulate a clear vision for the team as part of the onboarding process. Taylor often felt lost, unsure of how work contributed to the larger goals of the department. Without a roadmap, motivation waned, and Taylor started to question the future at Southfield & Pinch.
Insufficient Mentorship
Jerri rarely met with Taylor one-on-one. Jerri hadn’t been trained in how to provide effective feedback; therefore, feedback was offered sporadically and was often critical, not constructive. Without consistent mentorship, Taylor lacked the support and guidance needed to navigate challenges and grow professionally.
Stifling Innovation
When Taylor came up with an innovative idea to improve the firm's data security, Jerri dismissed it without much consideration. After all, there were more important things on Jerri’s mind, such as the last security breach. The lack of encouragement and recognition for creative thinking left Taylor feeling undervalued and frustrated.
The Outcomes
Success with Casey
Under Casey’s mentorship, Alex flourished. Alex became a confident leader, known for innovative solutions and strategic thinking. Casey’s approach not only helped Alex grow but also strengthened the entire team’s performance. Southfield & Pinch recognized Casey’s department as a model of leadership excellence, setting a benchmark for others to follow.
Missed Opportunities with Jerri
Taylor, on the other hand, became disengaged. Without clear direction, support, or recognition, the potential remained untapped. Eventually, Taylor left Southfield & Pinch for a firm that valued and nurtured an innovative spirit. Jerri's team continued to struggle with low morale and high turnover, a stark contrast to the thriving environment under Casey’s leadership.
Lessons in Leadership
The stories of Casey and Jerri at Southfield & Pinch highlight the critical importance of effective leadership and the ongoing development of people managers. Too often, people management skills are not part of a new manager’s onboarding or ongoing training. Casey had been exposed to effective approaches by previous managers who modeled behaviors Casey now used when leading others. Casey was given the opportunities and resources to develop skills in various workshops. Jerri had not had those same experiences and simply didn’t realize why the team didn’t perform as desired.
Key Takeaways
Previous Exposure & Development: Experiencing effective people management firsthand is crucial for learning to be a good manager. Without these experiences, outdated or ineffective approaches will be passed down to future leaders.
Vision and Empowerment: Sharing a clear vision and empowering team members to take ownership fosters motivation and innovation.
Mentorship and Continuous Learning: Consistent mentorship and learning opportunities on people management and teambuilding are essential for those who aspire to inspire emerging leaders in the workplace.
Encouraging Innovation: Recognizing and fostering new and better ways of working builds a culture of creativity and progress.
At Southfield & Pinch, the journey to cultivate the emerging leaders is ongoing. Recognizing there are opportunities to develop existing leaders and empower them to inspire the next generation of leaders is a long-term business strategy that will yield value immediately and in years to come.
Calls to action:
Ongoing Development: Be honest with yourself about your and your firm’s people management skills. Seek ongoing development opportunities, if necessary. Modeling your personal and professional growth helps your team see you as a human being willing to learn and improve.
Empower Your Team: Share your department’s vision and assign ownership of significant projects on a consistent basis, providing resources and guidance for success. It’s not about letting go, it’s about focusing on where you bring the most value. TIP: If you don’t know your firm’s vision and mission, collaborate with your manager and team to create one for your department.
Invest in Mentorship: Host recurring one-on-one meetings with each team member to provide feedback and support. Avoid cancellations or reschedules. Make these meetings a two-way discussion, gathering information on their interests, ambitions, and professional development needs. While gathering information alone doesn’t guarantee fulfillment, it shows your interest in their growth and helps you identify opportunities for them.
Champion Innovation: Create a platform for team members to propose innovative ideas, implementing at least one new idea quarterly. Track proposed ideas and their impact and set up a review panel for evaluating and supporting these ideas. Seek feedback on the process and continuously improve it.
#Leadership
#ManagingTeams
#Mentorship
#ProfessionalDevelopment
#200Level