Historically, I have invested limited time mentoring and nurturing colleagues. I realize it’s often an expectation of the CEO role, yet I just don’t have the mindset or patience for it. (Most of the tolerance I do have is spent with my eight and ten-year-old sons.)
It is for this reason I seek to surround myself with intelligent, savvy, opinionated and self-motivated colleagues. My role is to define the corporate path and parameters, and do my best to provide the environment, resources and support conducive for success.
There are no inspirational speeches at Strategic Communications Group (Strategic) and rarely do I employ the “or else” management approach. You know that one, right? “You better get this done well…or else.”
The people who thrive at Strategic take great pride in their work, and have a strong internal desire to achieve, improve and grow professionally.
During the past year I have taken a more active role coaching and guiding because we have initiated a process to elevate our next generation of leadership. Part of this is due to overall organizational growth.
Yet, it has primarily been driven by the fact that our rising stars became ready for a higher level of responsibility and (equally important) accountability. For me to continue to provide an environment conducive for success, it was imperative I become more engaged in their maturation.
The dividends have been incredibly rewarding. A profile client program Strategic has worked on for the past year has been led by a rising star. He partnered with me and the client to concept, roll-out and execute the program, and then navigated the 2014 scope of work and budget development process.
Earlier this week we connected about goals and priorities for 2014, and I told him I was proud of him and his accomplishments.
Candidly, it was a foreign and somewhat uncomfortable thing for me to say. I think he knew that though, which is why it was so meaningful for both of us.