When everyone has ‘strategy’ and ‘leadership’ on their development plan.
It’s individual development plan (IDP) time. Performance reviews complete, it’s time to look forward with each member of your team, to understand their near and long-term career aspirations, as well as opportunities to get even better at their current gig. I’ve always really enjoyed these conversations, especially with up and coming, high potential individual contributors. So much enthusiasm for self-development. Eyes wide open to what’s possible over the decades of their careers to come. Determined to do well, they turn up with a draft IDP that they’ve clearly put a lot of time and effort into.
But with all the predictability of the Japanese rail service, I always knew exactly what would feature on 99.9% of all of their plans. Say it with me, experienced Marketing leaders- what do they all want?
Strategy….and/or… People Leadership. And when do they want it? Now.
It’s something all Marketing LTs sometimes struggle to practically respond to. We can’t give everyone a leadership role- who would be left to lead? We can’t have everyone doing the strategy, and no one left to execute. And there’s only so many stretch opportunities- shadowing, projects, job swaps- to go round.
So it’s important to know how to handle these conversations with HIPO (high performing, high potential) individuals, to ensure they feel heard- but also that they really know what they’re asking for. Knowing how to do this is fundamental to help you determine whether they are ready now, later, or ever, for this developmental stretch.
Here’s 3 simple questions to give you a head start.
Ask them WHAT
You’d be surprised how few people have a solid understanding of what strategy and leadership actually ARE. The question “What does strategy/ leadership mean to you?” elicits a variety of responses. Someone who can clearly articulate what strategy, or strategic thinking entails, and provide clear examples of this within your environment, makes the first cut. Those who look completely taken aback at the question, or mumble something about ‘the other end to execution’, haven’t really thought it through, and are likely just seeing it as something people higher up the food chain (that get paid more) do.
Similarly, those who talk only about the responsibility of directing/developing a team, rather than the added responsibilities of cross-functional context and connection, longer time horizons and more senior stakeholder relationships/influencing, haven’t given the question enough thought.
Ask them WHY
Typically HIPOs will come armed with evidence of their achievements and development milestones reached to date, as proof they are ready to take the next leap. Definitely not knocking this- but equally important is understanding their motivations for wanting to develop in this particular direction. “What is it about who you are, that makes you believe you have an aptitude for Strategy/Leadership?”. A great answer to this question will demonstrate true self-awareness of their strengths, and how this relates to a strategic or leadership role. What will they bring into these spaces that makes them well prepared for the challenge?
Ask them WHY again
A different why this time- “Why do you believe you will enjoy strategy/leadership?”. This one is the final stage gate for a reason. It makes them think not just about the ability to meet the challenge (and let's face it, the majority of HIPOs can do most things they put their mind to) but also whether they will actually LIKE it. And as a people leader, it’s absolutely your responsibility for helping your people carefully consider whether they are chasing blind achievement or career fulfilment.
What typically happens when someone is motivated by extrinsic factors (what others will think, typical ladder-climbing measures of success, pay) is that the high of the achievement only lasts so long, if they haven’t also had a solid intrinsic motivation. If the nature of the role doesn’t gel well with their values and beliefs, or doesn’t align with their innate strengths and allow them to experience flow, you’ll end up with someone who performs well, but is slowly dying on the inside. Which never ends well for anyone. Everything from a gradual drop in engagement and delivery over time, to full blown stress leave/resignation. I’ve seen it happen again and again. Make sure they believe, and you believe, what their personal drivers are, if you want to retain your best talent over the long term.
Working through these questions is going to allow you to prioritise leadership and strategy opportunities for the members of your team who are truly ready to take them on. And will give the rest of them some homework to think about, so they can comprehensively answer these questions next time you have a dev conversation.
As seasoned business leaders as well as organisational coaches, WINGMAVEN are keen as mustard to help you grow your people and bring the best out in your team. So if you’d like to chat career planning and development for your high performing marketers, drop us a line!
