I’ve coached hundreds of leaders, almost all of whom tell me they need to do a better job mentoring and developing the people who work for them. The problem is, that despite their desire to mentor, they often don’t feel they can invest the time it takes to cultivate the people below them. They’re so focused on the urgent goal of getting the work in front of them done (ahem, i.e. their own success) that they put the longer-term, bigger-picture goal of developing talent on the back burner. Obviously this can take a huge toll on employee morale, succession planning and the long-term sustainability of any organization.
In this series on mentoring others, I will cover various ways leaders may be unconsciously sabotaging themselves when it comes to developing people, and offer tips for how to be a mentor that your employees will clamor for.