Pub. 4 2016 Issue 2

14 The Community Banker www.mibonline.org LEADERS DEVELOPING LEADERS—ARE YOU A FIGUREHEAD OR LEADER? By G. Douglas Hartzheim H ave you ever thought much about the word “develop?” At closer inspection, the word “develop” means to “grow or cause to grow and become more mature or advanced.” Do you consider yourself a developer? I would suggest to you that unless you are a developer of people, your leadership skills may be less than you think and you may not have the following you think you do. Sometimes we fail ourselves at the point of hire and, in fact, we won’t be able to change the leopard’s spots. However, from time to time, someone comes up through the organization who, if developed properly, has the potential to be a superstar. The gifted leader who can spot those diamonds in the rough and nurture them along may have a significant edge over his or her competition. Back in the late 1980s, I hired a 32-year-old salesman named Larry. Larry had many of the qualities you would look for in a growing organization. He was incredibly loyal and hardwork- ing. Our industry was his life, and our company would be the beneficiary of his positive energy. But Larry was high-mainte- nance and had a problem with working independently in those first few years, often meddling in affairs of those outside his de- partment. He needed far more of my time than was necessary for him to be successful in his position. I decided to be very frank and honest with Larry and went out of my way to shoot straight with him in a caring way. I told him if he didn’t learn to perform the duties of his job without depending on mixing it up with me or other leadership, he’d never make it. Larry made a conscious effort to change and ended up handling the largest, and sometimes most challeng- ing, accounts around the United States and Canada very effec- tively. He became the ultimate manager, loved by everyone in the organization. To be sure, I am thrilled we didn’t give up on him. It makes no sense to attempt to develop someone if we have no plan to place our trust in that person. Trust leads to empower- ment, which breeds confidence. Confidence may be the single most important element in de- veloping talent. If we can instill confidence, we’ve set the table for an individual to break out into new, uncharted personal territory. If we won’t empower team members, we are in fact creating dependent, reactive, weak employees that will never have the confidence to break into the realm of becoming difference-makers within our organizations. Think back on your own life, and you will see a phenomenal progression that began when someone trusted you and empowered you, nurturing your confidence. When was the last time you took someone under your wing and validated their worth to the organization by giving them an opportunity to meet a tough challenge or new responsibility? The leadership of the future will be strongest if we can develop from with- in, and yet often we shed our responsibility by neglecting to transfer responsibility to those within our own house. Have you ever watched the over-zealous youth coach who had lost his young followers? Winning versus development was his hallmark, and leading without a following was clear to players and parents alike. The workplace sometimes mirrors this description of intensity that lacks necessary relationship equity. Focus on the player versus the game, and you’ll have more wins than losses. Transfer responsibility and develop con- fidence, as you develop future leaders within your organiza- tion. Are you a figurehead or a leader? The definition of figure - head states: “a leader in name only.” You are in a position that no other person in the organization can fulfill. Strate - gic planning, meetings, growth activities or even industry recognition can inadvertently lead us to becoming a figure - head if our in-house touches are overly reduced. Be a proac- tive leader who daily seeks to serve those you’ve been called to lead. Avoid being a leader in name only. This is your high- est calling and your primary opportunity to leave a legacy of impact. You may have the best strategic plan in the industry. You may have the ability to cast a near-perfect vision for the future. You may be an industry leader and enjoy the respect of other leaders in the industry. But if your relationships within your corporate family are weak, you may be on your way to becoming more of a figurehead than leadership material. Develop your people first, customers second. Sounds a little odd doesn’t it? In the early days, I thought everything could be solved by one more sale, or one new customer. As the years went by, I realized more and more how the health and culture of my own organization needed to come first if we were really going to be the best in the industry. If I have an un- healthy organization, the team members aren’t getting along, or feeling unappreciated, the customers will get caught in the crossfire. Your influence will be great - est when you get your mind on those right under your nose and help them along, just as you’ve experienced the help of a mentor at some earlier time of your life. I like to say, “The mir- acle is in the house.” There’s a chance that the next bright star is within the four walls of your office complex. Challenge your subordinates with responsibil- ity. The breeding grounds of confidence are in the challenges we embrace. As you spend time with those already in the house, your next star will begin to emerge. Remember, your legacy will be judged by the difference you made developing people by depositing trust, empowering and building their confidence. Organizational success will fol- low. Find someone today within your organization and begin the process of raising them up. You didn’t take this job to be a leader in name only. So whatev- er your leadership role may be, there is no time like today to get your head up, look around, and see who it is you’ve been called to lead. My bet is your next star is already in the house. G. Douglas Hartzheim is a partner and benefits consultant with the firm Bank Financial Services Group in Newport Beach, CA. Mr. Hartzheim specializes in working with CEO’s in the area of developing talent. He can be contacted at gdhhart@earthlink. net.