We can't better develop others unless we develop ourselves. This is particularly true when it comes to our skill at leading. Therefore, today we begin a 3-part series on leadership development. The topics in this series are abstracted from the work of Dr. Marshall Goldsmith, a leadership coach and author of management-related literature, including two NY Times bestellers. Goldsmith has received numerous awards from multiple organizations. His work is also of relevance to those of us interested in progressing on our career paths as leaders in professional baseball player development.
It Starts at the Top - The most respected chief executives in all industries set a positive example by striving continually to develop themselves as leaders. In baseball, clubs that do the best job of leading the way in player development have GMs and executives who are directly and actively involved in their own leadership development. Recent research done on this topic placed successful businesses such as General Mills and Dell computers on a list of top 20 companies for leadership development. The best way top executives get their in-house leaders to improve is to first work on improving themselves.
Michael Dell is a Perfect Example - As founder, chairman, and CEO of Dell Computers, he is clearly a successful leader. He could have the opinion that he's already made it and doesn't need to work on developing himself. However, he has the opposite approach. He discusses his professional challenges with leaders across the company. His leadership example makes it hard for others in the organization to communicate that he or she has nothing to improve upon.
The Best Leaders - The principal of leadership development by personal example doesn't apply just to executives. It applies to all those responsible for developing others. As the ancient proverb says: The best leader, the people do not notice. When the best leader's work is done, the people say "We did it ourselves." This is true as most positions do not include the term "leader" in the job title. Yet, the job still contains a leadership function, either directly or indirectly. What is your job title? Does it contain the word "leader" in it? Do you still have a leadership role or duties? Although it may not be stated directly in your title or job description, you do have a leadership role if you're developing players.
Going back to the proverb above, effective leaders are just as comfortable serving as a guide on the side, as well as sage on the stage. Are you more of a sage or more of a guide? There's a time for each, but for many of us we have to work on the "guide on the side" role. For example, if you are a coach, also consider yourself a facilitator to player development rather than the one expert. This helps your players take on more ownership and responsibility for their development.
Many players think that a coach--especially an accomplished one--will solve their performance problems. Long-term success in player performance is created and maintained by the player himself as he moves from coach to coach along his career path. The most effective leaders in player development are those who leave the players thinking, "We did it ourselves."
Your Homework Assignment - This week I'm giving you a homework assignment. As you know, superstitions are a big part of baseball. Sometimes, superstitions can be a trap and prevent us from thinking differently about a situation that we need to change or improve, such as our effectiveness as leaders. The first step to making a change in any situation is to start thinking differently. Click here to watch this 1-1/2 min. video by Goldsmith on thinking differently as a leader when it comes to superstitions.
NEXT WEEK: One last chance to register for the "Leadership in Player Development" training this spring. Then the following week we return to our leadership series.
