I didn’t close the deal. I didn’t get the six figure leadership training contract. Instead, I received an email that said, “We enjoyed meeting you and appreciate the obvious thought and effort you put into the proposal. However, we’ve decided to go in a different direction.” Was I surprised? Not really. Was I disappointed? Yes. But, most importantly, was I relieved? Yes!
Was I surprised? Not really. Was I disappointed? Yes.
But, most importantly, was I relieved? Yes!
Relieved? Why was I relieved? Because I wouldn’t have to fight an uphill battle trying to convince a leader to grow and develop for her team.
After submitting the proposal and receiving positive feedback, I had the opportunity to meet with the company founder and CEO. She’s obviously smart. She’s built a tech firm that’s grown and can potentially scale with the right strategies and leadership. To do this, she knows she needs to elevate her leadership team’s skills. However, she doesn’t believe she needs to elevate her own leadership skills too. And that’s where the disappointment comes in. I’m disappointed that I couldn’t more effectively explain to her that her willingness to learn too would be crucial in helping her achieve what she wants for her managers and her company. Without her learning and adjusting behaviors as they do, any progress on her managers’ part will be impeded because she won’t be changing and growing with them – if not ahead of them. She’ll still be leading and managing the way she’s always done – which has gotten her and her team this far. However, it’s not the type of leadership that’s needed to get them where the company needs to be to scale.
She’ll still be leading and managing the way she’s always done – which has gotten her and her team this far. However, it’s not the type of leadership that’s needed to get them where the company needs to be to scale.
As we concluded our conversation, she said, “You’ve given me a lot to think about.” It felt more of a polite send off than a statement of impending self-reflection, so, when I received the email, again, I wasn’t really surprised. I was relieved. After 30+ years of helping leaders become better leaders, I’ve repeatedly experienced that before any real and sustainable change can occur with a collective leadership team, the top leader(s) need to grow and learn as fast if not faster than their managers. Because if the top leadership continues to lead the way they’ve always led, the developing managers will see their individual/the company’s potential impeded. They’ll see the hypocrisy, and they’ll become frustrated, demoralized, and wary of any further leadership development initiatives. Leadership growth and change because even harder going forward. It has happened and it will happen.
So, if you want to develop your leaders but not yourself, Please! Go in a different direction. I can’t help your managers help create the company you want, if you’re not willing to become the leader they need you to be.
Copyright MMXXV – Liz Weber, CMC, CSP – Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890
Liz Weber is an advisor to boards of directors, business owners, and C-Suite leaders. She’s a leadership, strategic and succession planning consultant, keynote speaker, and author.
