Over forty years ago one of my mentors wrote a book (more on that below) about how to become a better manager. One of the chapters was about how helping staff members improve their skills and abilities is a very effective way to improve the organization and yourself. Time has proven the value of this advice. Here is a slightly edited copy of the chapter (readers may recall that this is the second time I am sharing a chapter).[i]
Helping your people is an obligation you owe them and yourself. Though this may seem unselfish, this virtuous deed of good leadership brings benefits to the doer that are also self-serving. A few small individuals may fear a subordinate’s surpassing them, but in reality, managers will enjoy the greater productivity, higher morale, improved situation, and better prospects that helping your group will produce. A leader’s job is that of a coordinator and an opener of doors through which the effort and initiative of your subordinates can flow. The joys that come are worth the extra work.
Regular reviews of job performance is basic. This means (1) communicating what is to be done, (2) by what time, (3) with what equipment or people, (4) and generally, the method. This presupposes a careful assessment of the employee’s capabilities for the task and involves training and good communication. Then, following all this, you can turn to working with your people individually to help them make the most of their talents.
In talking with people we wanted to hire, I used to shock them by announcing, “we never promote people.” I then went on to say people promote themselves. They prepare. Then, every opening has several possible candidates. One always stands out as the obvious choice. We didn’t choose that one – we merely awakened to their fitness. Almost all development is self-development, and managers should not try to determine the fate of others. But all supervisors have the opportunity and the obligation to create a climate of growth. It takes courage to permit others an opportunity to succeed or fail, though this is not easy when the failure may reflect on the manager; one knows people will never learn certain things except by doing. Every person who decently prepares has a right to make a few mistakes.
It often turns out that staff members, when left on their own and practicing self-development, do as well or even better than the manager. This sheds credit on all concerned, and its accomplishment requires both great leadership ability and unselfishness. This gives subordinates permission to grow, to have some fun in the job, and to fulfill their own desires.
Later reviews of performance can check the job situation and accomplishment. Is the assignment the same, or has it changed? Does the employee still understand it? What is the individual doing to improve, and what can the boss or the organization do to foster growth? Managers and subordinates usually share credit or blame for success or failure, though people don’t always admit this. The dynamics of shared growth are a joy – and wondrous to behold! The helping manager gets rewarded in various ways. That person’s ideas get a hearing. The helping manager is ready for new challenges as well as professional and personal compensations.
Of course, for the manager and the organization, the benefits of development are more and better work, improved morale, growth in group and individual capabilities, and encouragement for others to try.
Our preoccupation with helping people grow requires one warning note. The saddest error a boss can make is to put people into jobs they are not prepared to succeed in. For this reason, we should go to great lengths to be sure the guidance is good and the placement correct. Trial runs or assigning people who appear to have promise to head up special ad hoc projects is a safe procedure. If the person does not perform well, we’ve learned. The employees return to their regular jobs, and we pick up the pieces. Letting people have small promotions at a lower level and the opportunity to demonstrate their ability is a good idea. If incompatibility develops, the workers are at a level we can easily shift them into another, more appropriate post.
However, when you promote good workers to supervisor simply because they were the best performers at their lower position, disregarding the fact that they do not have what it takes to plan, organize, lead, and control others, you are in deep trouble. You now have a poorly performing supervisor, and you’ve lost a good worker. Sadly, this happens all too often.
A final, happy note on aiding others to develop is this: if a manager helps only one person, the reward to the manager who aided in the aim, opened the door, and assisted the employee to go through is a gift of deep satisfaction that lasts a lifetime.
Great advice! Now, reflect on what you are doing as a manager to facilitate the development of your staff. What can you do better? A commitment to your staff is one of the best things you will ever do at work.
The book excerpt above is from Memos to Managers, by Norman Harry Meyer (Rocky Mountain Press, 1982, pp 61-64). My father was a U.S. Navy officer[ii] and hospital administrator; he was also my first professional mentor. His book in the style of short “Memos to Managers” on a wide range of topics has been close to my desk throughout my career. I am proud to pass on the “Helping Your People Develop” chapter to you in this blog post.
[i] The first excerpt was posted in 2020: Listening is the Key to Effective Communication – Court Leader
[ii] An early version of the material in the book was published in 1946 by my father (Commander, U.S. Naval Reserve), Better Management Means Easier Work, a Handbook for the Naval Officer , based on lessons learned during his naval career (1935-1945, including commanding officer of U.S.S. Saucy and U.S.S. Mason).
Court Leader 