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Help employees get the most out of their career, their life

“Rex, your maintenance leadership mentoring program caused four employees to leave the company!” That was the response when I gave an update on the successes of a program that was celebrating its ninth anniversary with the success stories of graduates and mentors.

 There are two important issues in that challenge which need to be shared at this time of industry turmoil and the possible need for employees to find new jobs.

The first was the focus on the company’s sponsored program. The company looked at it to fast-track bright, potential candidates to be in positions to replace retiring maintenance managers. In fact, I sold the program on that value-added goal. And over the first eight years, the two-year program with about 80 graduates recorded more than 120 protégé promotions. Not only were the protégés promoted, but the mentors were promoted. Both groups had grown personally, professionally and organizationally. However, the company’s value received was minor compared to the participants’ value received.

We had a protégé in the fourth class (each class included 10 protégés and 10 mentors for a two-year program) who had confided that he was not really interested in a promotion and was concerned that he would be asked to leave. I addressed the class with this statement: “This program is designed to help the individual achieve his/her potential in life. That life includes family, community, work, education/learning and spiritual growth. We cannot focus on the promotion. You must develop yourself to be able to handle the ramifications of a new position and balance all the other factors.” All I asked of the participants was to take their experiences, new skills and knowledge back to their family, community and workplace with the hope of helping others to grow. That attitude and behavior would be what would get them promoted.

I met the subject protégé and his wife three years later and what he said confirmed my intentions. He had become the go-to supervisor, the unofficial mentor of new and old employees; worked at various positions outside of maintenance; had changed his health habits; was more in love than ever (35 years married); and loved life. He was one of many.

OK, Rex, how did you handle the four that left the company? Same program; however, in helping people find themselves, we used an approach championed by Richard Bolles in his book, “What Color is Your Parachute?” This is the main reason for this blog article today. Think about yourself and your fellow employees in this scenario.

Richard’s approach is based upon finding your God-given gifts (your parachute), and understanding that you will be most satisfied in life if you are using and expanding them. Through an exhaustive exercise of defining your skills, values, desires, expectations and possible jobs which fit your profile, you are able to evaluate and identify the gifts that you truly have. Gifts are skills and include writing, teaching, coaching, helping, accounting, working with your hands, planning and any of the remaining hundreds. Next, you will discover where and when you use these most effectively: alone, in small groups, in large companies, inter-group, in startups, in structured environments, in nebulous situations. Then, what types of people do you work best with? What company values do you seek? Geographically? Where is your family in all of this? (They are foremost.)

When you have worked through the exercises to discover these things about yourself, put down on paper the ideal job, defined by the above factors. Then, describe how a typical day would go - from the time you awoke, walking through the office door, the work day (interactions, using gifts, how you measured accomplishment), coming home and the evening activities.

So there you have it, a parachute with many colors. You are laying out a vision for your life. Have you thought about doing that? Is it time to do so? Can you help your employees do the same? Maybe give each a copy of the book and workbook and have periodic sessions on finding self?

We had four who did so and discovered they were in the wrong company and line of work. I was personally humbled to have had that much effect on them and their families. Each has done very well since. It was a lesson for the company.

Richard also gave advice on finding that job. You’ll have to read the book, or comment on this blog, requesting the answer.

Remember, “humility overrules pride”.

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Filed Under: People Management    |  Tags: employee engagement, maintenance leadership, management, mentoring, motivation, personal growth, talent management

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