28 min
MC77 Evaluating Potential in the People We Manage Management Café
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- Management
Our hosts in the Management Café believe that everyone has the potential to be better at something. And for them, as for many of us, helping someone grow is one of the most rewarding aspects of being a manager. Similarly for employees it's a wonderful feeling to have a manager who believes in us, gives us opportunities to improve and offers their support.
However it's important for managers to recognise that not everyone wants to get better right now. Perhaps they are finding their self-actualisation outside of work. Perhaps they don't currently have the bandwidth for growth because they have too much going on inside or outside of work.
As always context is important. The person needs to be open to growth (Pro Tip - ask them!!). And it helps if the role or organisation provides appropriate opportunities for growth. But even outside their immediate role we can often find meaningful ways to help someone if we take a broad enough view of the person and their goals.
00:30 mins In his book Work Rules, Laszlo Bock talks about acknowledging that sometimes people aren't in the right context to fulfil their potential. And in that situation, the organisation might best help the person by putting them into a different context. That might be working with a different team or role. Or even moving to a job at another company.
3:40 Our hosts believe that everyone has the potential to do better at something.
4:20 Pilar shares her mixed experiences of offering people the chance to take on different roles within her theatre company. Some people were not ready to take on a new opportunity.
5:30 For Tim there is a thrill that comes from watching people get better at something, even if he is only marginally involved. And giving people the opportunity to develop in a role is something that he has, at times, prioritised over the needs of the team or the business. He doesn't regret many of these decisions.
7:10 We might also choose to develop a person because we don't want to have to find someone else to do it. So is it about developing them? Or is it about you?
8:30 One of the ways Tim has rationalised his approach is that even when investing in someone's development has not shown the desired result, there is still some benefit from showing other employees that the company values giving staff the chance to develop.
9:15 Managers can position these as bets or experiments. Tim has had some difficulties with this. As the manager it was easy for him to view it as a bet. But for the person taking the opportunity it was difficult to manage their expectations.
11:00 Pilar views this as a great attitude of a learning culture. Managers will give people opportunities even when the outcome is uncertain. People are willing to go out of their comfort zone to try something. And even if the person fails on their attempt it doesn't mean that all their other contributions are erased or that they are out of a job.
12:35 Tim had a period at Shield GEO where he hired mostly early career folks and enjoyed watching them flourish. Later when the business started hiring more experienced people who wanted stability in their role and career, Tim struggled to adjust. He couldn't quite kick the urge to grow people.
14:45 Tim found the Russ Laraway 3 Career Conversations model to be very helpful. By understanding the person's past and their dreams for the future, you are better able to help them in the present.
16:40 On the 21st Century Work Life podcast Pilar recently interviewed a large creative agency who built a solution to help companies better understand people's potential and interests. This software gives people a space to talk about their skills and interests outside their direct job role.
18:00 This is similar to the experience Tim had with Bree Caggiati. Bree's role as a journalist at Shield GEO was predominantly creating written content but Tim was aware Bree had done some podcasting with a friend. When the
Our hosts in the Management Café believe that everyone has the potential to be better at something. And for them, as for many of us, helping someone grow is one of the most rewarding aspects of being a manager. Similarly for employees it's a wonderful feeling to have a manager who believes in us, gives us opportunities to improve and offers their support.
However it's important for managers to recognise that not everyone wants to get better right now. Perhaps they are finding their self-actualisation outside of work. Perhaps they don't currently have the bandwidth for growth because they have too much going on inside or outside of work.
As always context is important. The person needs to be open to growth (Pro Tip - ask them!!). And it helps if the role or organisation provides appropriate opportunities for growth. But even outside their immediate role we can often find meaningful ways to help someone if we take a broad enough view of the person and their goals.
00:30 mins In his book Work Rules, Laszlo Bock talks about acknowledging that sometimes people aren't in the right context to fulfil their potential. And in that situation, the organisation might best help the person by putting them into a different context. That might be working with a different team or role. Or even moving to a job at another company.
3:40 Our hosts believe that everyone has the potential to do better at something.
4:20 Pilar shares her mixed experiences of offering people the chance to take on different roles within her theatre company. Some people were not ready to take on a new opportunity.
5:30 For Tim there is a thrill that comes from watching people get better at something, even if he is only marginally involved. And giving people the opportunity to develop in a role is something that he has, at times, prioritised over the needs of the team or the business. He doesn't regret many of these decisions.
7:10 We might also choose to develop a person because we don't want to have to find someone else to do it. So is it about developing them? Or is it about you?
8:30 One of the ways Tim has rationalised his approach is that even when investing in someone's development has not shown the desired result, there is still some benefit from showing other employees that the company values giving staff the chance to develop.
9:15 Managers can position these as bets or experiments. Tim has had some difficulties with this. As the manager it was easy for him to view it as a bet. But for the person taking the opportunity it was difficult to manage their expectations.
11:00 Pilar views this as a great attitude of a learning culture. Managers will give people opportunities even when the outcome is uncertain. People are willing to go out of their comfort zone to try something. And even if the person fails on their attempt it doesn't mean that all their other contributions are erased or that they are out of a job.
12:35 Tim had a period at Shield GEO where he hired mostly early career folks and enjoyed watching them flourish. Later when the business started hiring more experienced people who wanted stability in their role and career, Tim struggled to adjust. He couldn't quite kick the urge to grow people.
14:45 Tim found the Russ Laraway 3 Career Conversations model to be very helpful. By understanding the person's past and their dreams for the future, you are better able to help them in the present.
16:40 On the 21st Century Work Life podcast Pilar recently interviewed a large creative agency who built a solution to help companies better understand people's potential and interests. This software gives people a space to talk about their skills and interests outside their direct job role.
18:00 This is similar to the experience Tim had with Bree Caggiati. Bree's role as a journalist at Shield GEO was predominantly creating written content but Tim was aware Bree had done some podcasting with a friend. When the
28 min