The Pause Principle (BK Business) by Kevin Cashman

Author:Kevin Cashman [Cashman, Kevin]
Language: eng
Format: mobi
Publisher: Berrett-Koehler Publishers
Published: 2012-09-23T14:00:00+00:00

Growing Others Begins with Self-Growth

Most change begins with self-change, and most growth begins with self-growth. Therefore, if you did not reflect thoroughly enough in the previous chapter, “Pause to Grow Personal Leadership,” it’s time to go back . . . take a deeper pause . . . and get clear there first. No amount of growing others will compensate for a leader’s lack of self-growth. As enterprise leaders, our own advancing personal growth directly influences the dynamic capacity for organizational growth. Before we can grow authenticity and purpose in others, we must dedicate ourselves to our own growth of authenticity and purpose. If we do, our development of others will be powerful, and our credibility will be well earned. We must become the leader we wish to see in our organizations, and from this credible, solid platform, we can then accelerate the development of others.

Grounded in your personal awareness of your character, your values, your purpose, your transcendence, and your authenticity, you will have a solid frame of reference for encouraging others to join you on the growth journey. As you grow and value growth, others will follow.

Become the Leader You Wish to See in Others

A CEO of a global company deeply believed in leadership development and invested heavily in a variety of programs. He put his thumbprint on the programs, introducing the key ones as the kickoff speaker. Unfortunately, endorsing leadership development isn’t enough; his daily leadership behavior ran contrary to the principles represented in the programs. Not surprisingly, the leadership programs had disappointing ROI. Additionally, retention of key players was much below expected levels. Frustrated, the CEO began to doubt the value of his investment. In one sense, he was right: the programs were not working optimally, and the investment was not paying off. However, the cause of the low ROI was not the programs; it was his own lack of participation and personal growth, his lack of embodiment of the learning. Once, to his credit, he began to take responsibility for his self-generated growth and change, word got around the organization that “leadership development is serious business for all of us.” As one up-and-coming manager put it, “If the CEO works so hard on his own development, I need to do my part.” ROI increased on leadership development. Become the leader and the learner you wish to see in your leadership programs, and people will join you on the development journey.

Centuries ago, Seneca wrote, “Retire into yourself as much as possible. Associate with people who are likely to improve you. Welcome those whom you are capable of improving. The process is a mutual one.” Pause on this thought:

The best time to influence your next generation

of talent is about three years before you hire

them. The leadership development we engage

in now, personally and organizationally, will

influence both current and future generations

of leaders.

Before we move forward into how to develop others, let’s step back . . . take a pause to reflect on what you already know and have experienced in this area of growth.

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