Volume 2, Issue 10 | November 2018
In Your Environment, How Are Employees Developed?

If you work with others toward a common mission, it's important to make sure everyone working toward that common purpose is getting better. That's especially the case in the workplace. And that's why this issue of The Monthly Leader covers employee development.

Employee development is key to success. It's not enough to just bring someone on board with a great past and a deep resume, full of your desired experience. Beyond that hiring, what steps will leaders then take to make sure that new team member continues developing? The organization owes the employee just as much as the organization expects from the employee. Value creation and growth should not be a one-sided affair.

And this type of development relates to leadership in that this is what leadership is all about -- developing others. It's not about getting people to follow you, to achieve a goal or complete a mission. Much more than that, it is about developing people in such a way that makes them aware of what they can do, so that they themselves see the need, urgency, and reward to work forward and achieve those things.

Creating the best result is about providing and tapping into the best resources and knowledge, both for ourselves and others. This is especially the case for those we lead.

The Coach It Out Podcasts this month cover employee development from different angles. Quickshots covers the blog post Do You Bring Someone Onto A Job Just To Let Them Down?  In The Books covers the book Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity. The Self 60 speaks to the item Help Others Succeed.

Remember, this is YOUR newsletter, so reach out and participate by contributing to any one of the  Coach It Out Podcast series. The lessons and stories in each issue are timeless and will always be applicable, so check out The Last Five Archive at the bottom of the newsletter to reference older issues.

As always, feel free to forward The Monthly Leader to whomever you think would find the material beneficial and helpful. Don't hesitate to shoot me an  email if you need anything or have any ideas, recommendations, or feedback regarding any of the content here.

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All the best,

John M. Jaramillo
Founder and Leadership Coach
Coach It Out, LLC

(Photo by  Rob Symonds)

P.S. - If you didn't receive The Monthly Leader directly from Coach It Out, join the mailing list in the upper right-hand corner of this newsletter.
The Coach It Out Blog covers various le adership lessons and views in global and domestic news, business and workplace operations.

Employee development isn't only about sharing a leader's, manager's, or boss's ideas and lessons. It's also about taking into account how much the person being taught or trained wants to put in -- and why they want to contribute. What are they working toward? What are they working for? Without understanding those pieces, at a minimum, nothing else can happen.
Your Monthly Check-In
Topic: Employee Development

How important is employee development to you? To your organization?

What have been the best employee development practices you've seen in your organizations to date?

What would you improve about the employee development in your organization?

What have you, your group or organization forfeited by not developing its people?
Coach It Out's podcasts seek to provide insight, share ideas, and start discussions across four different series.

Check out the introductory episodes for the four series  here .

What would you like to hear about?

What would you like to discuss? Send some ideas.
Episode 17
by Kim Scott

Radical Candor lays out a format for approaching feedback and conversations as a manager. It outlines the need for and urgency in these conversations, for the sake of the development and growth of everyone involved. It's what needs to be said as soon as it can be said, in order to save everyone time and frustration.

This book supplements leadership development as it encourages the honesty that is usually missing in our everyday interactions. The sooner we can alert someone to their weaknesses in a challenging yet caring manner, the sooner corrective action can stabilize the environment and effort.

Anyone can benefit from reading this book, as it speaks to the need to present honest observations by challenging with care. Too often, the biggest issue with most of the problems in our society and companies is the length of time we allow problems to continue, fester, and proliferate without intervention.
Provides a deeper breakdown of issues, ideas, and concepts covered in the Coach It Out Blog

Episode 20

Leaders need to see people they bring into the mission as investments. They need to build their people, which leads to a positive effect on the mission and organization. Ignoring new team members is similar to ignoring one's traditional investments: if the proper adjustments aren't made proactively, enormous value can be lost.
Provides a deeper breakdown of each of
the items on  The Self 60  list. 

Episode 19

How do you help others reach their goals? Developing ourselves not only covers what we accomplish for ourselves, but also what we help others accomplish. As a leader, it's important to build other leaders. Leading is not only about pushing forward by getting others to follow one's vision. The success of others is the success of all. So it's critical that we all help each other, as much as possible, to achieve our common goal.
What Is The Result?
The Consequences of Inaction


"According to workplace resource startup Bravely,  70 percent of employees  are avoiding difficult conversations with their boss, colleagues, and direct reports."

Employee development is not only about training, imparting knowledge about industry trends and workplace processes, but also about transparency, communication, and feedback. Leaders, bosses, and managers should be encouraging -- and setting the example of -- open and tactful communication.

Leaders should provide the standard base of tools and methods, to begin with, while new and fresh ideas are introduced through the flexibility of open and honest communications. This not only extracts valuable ideas from a team or individual, to get to what works, but also highlights what is not working. We have to seek out the bad along with the good from those we work with. Leaders need to set the forum for disagreement, ensuring people feel open enough to communicate before hitting their wit's end.
This Or That?
Managing Up:
Which side of this issue are you on?
Article Against

"...it’s not your job to manage your boss. Most good leaders love to be challenged, but I don’t know too many who like to think their [sic] being managed by subordinates – there’s a subtle but distinct difference."
Article For

"I f leaders both lead and manage, what’s wrong with you—as the subordinate in the leader-subordinate relationship—managing up? After all, leaders are “managing down,” aren’t they? "
Looking at it from an employee's standpoint, how should they influence when management just isn't cutting it? This ties into employee development because employees should be sharpened and developed by the everyday interactions and experiences, while building value in their environment, so that they're not put in the position to "manage up."

When it comes to an ineffective boss or leader, in what ways do you influence them? "Managing up" does exist but, as the articles point out, there are certain ways to go about it. Whichever way an employee chooses to make an impact on their boss, he or she should leave self-interest out of it and instead sharpen his or her listening, effectiveness, productivity, and proactive nature instead. 

Managing up is like so many other topics: we put the definition in one box, assigning it a standard area for existing, without really breaking it down to think about it strategically and utilize it effectively.
End Quote
( Read More )

Employee development is not only about getting someone to carry out the work of the day. It's not solely about giving enough to get things done but about encouraging and empowering people to give their best. The development is not merely for the current mission and organization. It's about setting that person up for success no matter where they are in the future, whether they stay in or leave your organization.

How do you go about developing others? Development doesn't take a full, fleshed-out, or tedious effort. It can take place in a moment. All it takes is curiosity to sharpen someone and make them better. Keep in mind: development doesn't only come from the top, the leader, or the boss. We can all help each other develop, advance, and improve.
The Last Five Archive
2018 - October / September / August / July / June