Senior Director at Salesforce, Lara Martini, says leaders are no longer expected to be good at everything. But to stay ahead of the game they do need to have a vision, be authentic and grow talent from within
It’s been a few centuries since scholars were last able to be experts in every field of human knowledge – in fact, even remaining an expert within one’s own domain is increasingly challenging. And as we grow into management and leadership positions, the pressure gets higher. How can you stay up to date when conversations range from technology to social fads? What if the new intern understands the online influencer landscape better than anyone else, and can create a visual data report in minutes?
It’s sometimes hard to admit it – one way or another, almost everyone seems to have deeper knowledge than their management. The good news is, the old world when leaders were expected to know more than their team is gone. You’ve heard the headlines: hire complementary skills, develop talent, and choose better professionals than you are. But what if you don’t feel comfortable not being able to back your team up? How do you keep your edge and credibility? And how can you retain that sought-over precious talent in your group?
Here are a few things I think can help today’s marketing leaders:
The first thing is, breathe. No-one is asking for a micro-manager watching over their shoulder. Instead, take the time to shape a clear vision, and get your team well aligned. Sometimes it’s actually beneficial for a leader not to be in the details.
For example, it’s almost easier for non-technical leaders with a strong business understanding to manage a software development team, than for technical start-up founders to get along with their first sales’ director, where the temptation to control the commercial strategy is highest. Your job as a leader is to set the direction, choose the best talent and remove barriers. That’s where your time is best spent.
But how do you still get involved and add value? It’s a great idea to practice strong coaching skills. Your team will still know you have their back, are checking for blind spots and support their success. It’s amazing how effective the right questions are, asked at the right time. A good reference point here comes from non-executive Boards. While non-executives are expected to do their due diligence both within the organization and in the market, they’re often outsiders to the company and even the industry. And while they will approve large investments and give the go/no-go for significant decisions, they’re not there in the day-to-day and are not expected to answer their own questions.
All right, I hear you. As an executive manager and leader you need to deliver results, and you don’t think you can get there through coaching and mentoring alone. First of all, make sure you have the right people – hiring is a decision you can’t delegate. In my opinion, being genuine is the other thing that makes the difference. Many of us are a notch uncomfortable admitting we’re not able to design that campaign as well as the young new hire in the corner. And yet, admitting as much and recognising others can be a true game-changer. Like the emperor’s new clothes, most people will be relieved to have a chance to learn together if you create the opportunity. Stay brave, and champion others’ ideas when they’re good; even better, make it a team learning exercise.
By the way, developing talent is the best way to retain it*. You can bet your new hire wants to learn – and so, hopefully, does everyone else on your team, including you. So yes, we all need to be a bit more technically savvy and close to the customer than we used to be. But leadership doesn’t require knowing everything upfront – skills will keep evolving anyway - it demands a willingness to be role models in learning and sharing, and enjoying that journey.
The best way of staying relevant is by having a vision, hiring the best talent to get there, being a coach, celebrating your team’s successes, and creating opportunities to learn – for your team, and for yourself.
Reference: Forbes - developing your employees
