Segment 4 (2022) Support the Growth of Others

[Paul Terlemezian]

As desirable as growth may be it it not likely that everyone can achieve the growth they desire.

• How can we authentically support the growth of others?
• How do you lead someone whose growth may cause them to become less of a fit with your growth?
• How do you prevent your limitations from limiting those you are leading?
• How do you prevent your growth from being limited by those who lead you?
• How do you assure that your business structure does not hinder growth?
• What aspects of supporting the growth of others are you curious about?

Humorists:

• Les Brown
• June Cline

Panelists:

• Cynthia Jenkins
• James Lovas
• Folden (Pete) Peterson
• Jack Trainor

Moderators:

• Erick Allen
• Don Bolen

"Remarkable" Speakers/Listeners:

• Joanne Black

[Paul Terlemezian]

What if the professional development we desire does not align with the needs of our employer? Do we:

• abandon our interest?
• expect our employer to cover the cost?
• make the investment from our pocket?
• is there another choice?

[Lisa Bellile]

The question would be, "Is the interest for professional development or personal exploration?" 

As an employee if you are not given a choice on professional development, I would believe some compensation should be worked out. 

If you as an individual are looking to make advancements in your profession then this may be up for discussion with your employer as to who should pay for what (or if you pay for all of it). 

If you are looking for a completely different career path or personal interest, then the cost should be on the individual.

As far as another choice, is there a mentorship opportunity within the company to learn on the job skills and techniques that don't require formal education or certification training? 

[Paul Terlemezian]

From the Authors of "Learning as a Way of Leading:

Support the Growth of Others:

"....championing the purposed of co-workers, and staying curious about each other's experiences."

[Folden Peterson]

For those unaware, I am an Army Officer near retirement (1 Feb 23), looking learn about different career and growth opportunities. I'm curious to learn about the multitude of opportunities as well as  while expanding my network. I'd love to engage in dialogue about how you could make me make the transition smoother, increase opportunities or anything else you might find beneficial in my break-out room discussion.  Who'll join me?

[Lisa Bellile]

First off, thank you for your service, Folden.

With the thought of a career change or growth opportunities in the future, have you asked yourself, "Am I looking to give back with all I have learned and accomplished" or are you looking to gain knowledge and skill sets in a completely different field?

I'm sorry I was unable to attend the breakout session. I'm sure there were great discussions.

[Folden Peterson]

Thank you Lisa.  I love our Nation!  

Glad you and others could read through my gobbledygook. As for the breakout session, Segment 4 happens this Wednesday from 1:45 to 3:00 PM so 2:30ish---I think.

As for future opportunities, I endeavor to exploit all the 'positive' leadership skills and knowledge I've learned in the military while gaining knowledge and skill sets from another field. Simply stated, I want to use my leadership superpowers to advance an organization/team of teams to realize their strategic goals and objectives.  I'm passionate about the growth of others.  If it hasn't come-out here, it will when we begin to discuss.  

Everything we do as Leaders/Managers starts with Listening (first and foremost) and giving our people a Voice. -- everything else follows..  oops on Soapbox

[Brent Darnell]

The key here is supporting what they want to do concerning their growth.  I think too many folks are thrust into roles they aren't comfortable with where bosses impose "stretch goals" that are not likely to be reached.  To me, that is setting them up to fail in the guise of business.

[Folden Peterson]

Brent D, I like what you've started and I agree with you.  It also triggers some interesting conversation.  

Would you also agree that your comment has layers? I see at least two variables here (leader/led) with subsets i.e. mood, motivation, outside pressure, etc.  Remember the 'Peter Principle'?  For discussion's sake,"..that members of a hierarchy are promoted until they reach the level at which they are no longer competent."  

(I believe –Worse case)

As I define the problem (facade) in my own thinking - Bosses are pressured to stretch goals to meet or exceed stakeholder expectations leaving a clear void in training.  If you're one of the unfortunate being led, you're left in the wake of overwhelming complexity, increased production interval and not enough resources (people, training, tools and guidance) to achieve them.

(I believe – Best case)

If you're lucky enough to be in a learning organization, your leaders understand 1+1 = 11( thanks Paul T), meaning they are skilled, they understand the organization/business unit they are in while possessing the skill to create, acquire, and transfer knowledge. Simply stated, building a culture and climate to modify behaviors that enable reflection of new knowledge and insights.

Ultimately, the “led” should not be afraid to ask for help -- conversely – “leaders” should be ready to induce success.  Nothing is perfect.  To achieve best results, managed expectations and positivity at levels must be in the foundational ready-mix.

[Brent Darnell]

Excellent points!  There are many layers to this issue.  If the culture supports continual learning and growth of the employees, this scenario can be seen in a different light, as you so aptly articulated. Then, if the employee wants the opportunity for that growth and the company supports them with the right resources and culture, it can work well.