So let's cut to the chase...
You may be a great consultant, one who effectively applies his or her wisdom and experience to help his or her client solve some tough business problem. That's all fine and well. When it comes to facilitation, though, it's a different ballgame and a very different approach to problem solving. I like to think of the difference as follows:
As leaders we have a responsibility to ensure that our area is managed effectively and that we are driving the organization to achieve its stated objectives. We also have a responsibility to grow the next generation of leaders to ensure that the great work we've done continues on after we've moved on. Keep some of these nuggets in mind as you ponder making the next generation of leaders great:
As a small business owner I’ve had many many discussions with colleagues about my products and services. Throughout these discussions I have gleaned some outstanding pieces of advice about things I should be focusing on and ideas that I should be pursuing. I also have been on the receiving end of some pretty random ideas which may have had some merit in the eyes of the beholder but just didn't seem to fit well with the direction that I want to take the business. One colleague of mine got pretty peeved with me because I wasn't executing upon his advice. The truth is, his advice just didn't align with the other advice I was getting and didn't fit well with the direction that I want to go. I stuck with my spider-senses and didn't execute upon his advice.
Some time back I had a situation where two employees of mine were looking for me to cut them some slack on a commitment that they made but didn’t deliver upon. They threw every lame excuse in the book at me; it was one excuse of “my dog ate my homework” after another. After their lobbying me I decided to not cut them any slack; they didn’t meet a commitment because they didn’t perform. In both situations, I am pretty sure that both of these employees wanted to chuck me out of the highest window they could find. Well, I guess I'll just need to stay away from tall buildings, because I did the right thing.
As a young consultant I really thought I had it all together. I was getting great ratings, great raises, and wonderful accolades from clients. Because I (in my own mind) thought I was such hot stuff, I was not active in seeking out advice from more experienced colleagues. After all, what could they teach me?
As I matured from an inexperienced hot-shot to an experienced manager, I developed a much stronger appreciation for the wisdom my more experienced colleagues could impart. This appreciation didn’t happen naturally; I had to get my butt chewed off a bunch of times to realize that a wiser and more experienced colleague could help me get through the tough times and learn from my mistakes. I also needed a wiser colleague to hold a mirror up to my face to help me see my weaknesses. I needed (and still need) a mentor to help me be more effective as a leader.
Whether for personal or professional reasons, having a mentor to turn to for advice and counsel is a very effective means of transforming knowledge into wisdom. Before I go any further, let’s get a definition of wisdom in place:
Over the years I have been on both ends of constructive (and not so constructive) criticism. Quite frankly, I still struggle with doing this flawlessly every time, but I've put together some guiding principles that I try to work under and thought might be helpful to you:
Recently I did an interview talking about the most important attributes of an effective project manager and those attributes which undermine a person's ability to manage projects well. It was fun putting together the list and I thought I would share my raw bullets with you, as follows:
Attributes of an effective project manager:
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