In an earlier blog post I talked about the proposition of teaching others to take my job. (Not away from me, mind you; speaking of preparing them for the same position.)
That short bit of dialogue, even with the explanation, drew questions asking for more information, more examples, and at least one person questioning my sanity for prepping anyone to move into my chair.
That single person questioning my sanity failed to understand – even after a second, lengthy explanation – the concept. For the rest…
Great leaders teach. As leaders share knowledge, they build stronger organizations. Since each of us has a unique set of life, education and work experiences, each has a different knowledge base to share.
Over the course of my first 29 years in the news business I worked for some terrific people. Because I demonstrated a strong drive and desire to learn, each of them stepped into a teaching position. And I should note that each accepted the role willingly.
My first publisher could crunch numbers 40 ways to Sunday. (Is that a Southern expression? If so, and for those who might not have a Southern background, it means he was really, really good at number crunching.) I admired not only his numerical analytical skills, but also how he pulled so many people together to work toward common goals.
I wanted to be like Mike. (No really, his name was Mike.) So I explained that at some point in my career I could see myself as a publisher.
There were neither snickers nor eye rolls. Instead, an immediate sit-down-and-let-me-show-you attitude surfaced. P&L explanations followed as did chats and talks about work flow, personnel and inventory management.
He taught. I followed and listened and absorbed…and later, taught, too.
Publisher #2 hailed from a strong editorial background. As a first-time daily newspaper editor, much was to be learned from my more-experienced boss.
Always willing to share, Tom would answer any question posed, and many were posed from me and my young, eager newsroom.
But Tom had another teaching method. He asked questions. Sometimes they seemed like riddles of sorts, but the reason for the inquiry always became crystal clear. He taught by making us figure out or seek the answers ourselves.
Back then I viewed the teaching as a sometimes maddening exercise. Now, I use it myself. Knowledge retention is higher when the answer is discovered instead of gifted.
Another boss (also named Tom) lived a few hundred miles away. We only spoke every couple of weeks, but every conversation was meaningful and helpful.
As I think back on his leadership and teaching, I know he made me a better listener because he was so good at listening. Even over the phone, it was always clear he was tuned in to what I said.
My last boss, Karen, taught me that sometimes – even in the most trying circumstances – you have to get out of the way and let people demonstrate their own leadership abilities.
After Hurricane Ivan rendered one of my properties uninhabitable, she told me to handle it. And by ‘handle it’ that meant insurance, corporate, contractors, relocation, utilities, etc. She was always just a phone call away for assistance and support, but my team and I forged ahead and continued to hit our numbers under some damn trying circumstances.
If you’re leading, but not teaching, you’re doing your organization and yourself a disservice.
After years of accumulating knowledge – some by book, some by experience, some from others – what are you going to do with all that learning if not share it? Take it to your grave? What a waste that would be.
This is not to suggest you hold formal classes, although for some information and under some circumstances you likely should. But it is to suggest that you teach, coach and mentor every chance you get. You’ll see the positive results in your people and your organization.
