for the managers
How a leader can become a good teacher
From the book «Leaders as teachers» by Ed Betof
What distinguishes the prominent leaders? Their unique ability to transfer knowledge to their employees during the daily work. Although some managers occasionally share important tips with subordinates, not everyone makes this practice a major part of their work. Professor Ed Betof (Doctor of Education) in his book "Leaders as teachers" demonstrates that applying the role of a teacher to yourself is not difficult at all. Below are the tips to help you see yourself in your new teacher role.
Three directions of teaching
Great leaders teach a lot, but their best lessons - so relevant and useful that subordinates apply them for years and pass them on to the next generations - relate to three things:
Professionalism
By giving your subordinates a professional point of view, you teach them to expand their business horizons, think more strategically (based on the experience and knowledge of the leader it is easier to understand and see new things), build communication with partners and the team so that the goal is achieved within the framework of ethical standards. When guiding a team, respect their independence and personal opinion, be honest and open. A less experienced employee may not know what you know, but criticism and categorization can demotivate him.
01
Skills
Offer your subordinates not the detailed instructions, but your experience in working with tasks. You have specific skills that were developed on the way to the position of a leader through extensive experience and went through a series of challenges. Now it's time to share them, tell the team how to approach to the processes better.
02
Life experience
Leaders are not limited to working moments - they share life wisdom. This may seem unnecessary, but subordinates see it as a great benefit.
03
Perfect time
The question of when to teach is almost as important as what to teach. Successful leaders do not expect ratings or reviews. They themselves find and create opportunities for the transfer of knowledge.
At work
Make sure your subordinates know that they can learn the lesson at any time. Speaking about professional topics, you naturally and unobtrusively teach your employees.
Creating moments
Great leaders do not wait for the perfect moment. They themselves create situations for training - often not in the office, but in unusual places where people feel more free. For a joint lunch or an informal meeting after work, you can share your views and discuss them with the team.
Complementing the classical training
Become a member of the training process for your employees: acting as an expert in the field of its development, you will not only direct the training to the right direction, but also bring unique practical examples to it.
Expert approach
The best leaders avoid snobbery and do not scare people of the abyss of information. Their methods are finer.
Individual approach
The best teachers practice an individual approach, adapt the lessons and support each student. Good business leaders do the same. They know that everyone needs to be trained in a way that corresponds to his needs, personality and direction of development. For example, some people need to be encouraged in order to become more effective, while others need to be forced out of their comfort zone.
Questions
Like Socrates, the best leaders like to ask tricky questions that help them to understand something. Ask your subordinates what they think about this or that question, what would they do in the place of the process holder or business owner.
Personal example
Great leaders know another excellent trick - a personal example, because sometimes a personal example is all we need to gain new habits and knowledge.
Prominent leaders understand that even a small lesson on their part can bring a great benefit. As a leader, you own the attention of people, and your lessons are more relevant, timely and individual than any leadership training program. By taking on the role of a teacher, you will increase loyalty, accelerate the development of the team and achieve excellent performance. For a good manager, training is not "an extra load", but responsibility.
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