This concluding part is very very crucial to act upon For whatever developmental task you’d like to take on, you can utilize the following stages to construct a learning practice:
Become rooted by setting an intention.
You promise to develop proactive behavior support skills. You stick a sticky note with this aim where you’ll see it every morning—on your computer. You remind yourself of this aim before each team meeting so that it serves as a lighthouse to keep you on track and prevent you from reverting to your old habit of providing the solution if no one else does it right away.
Decide which actions to take.
You create the following practices based on the reading you’ve done and your conversations with your coach:
Share a personal story.
Share your learning journey and experiences so that you can act as an example of self-directed learning. Talk about the issues you’re addressing and ask for ideas from team members about how to resolve them.
Make the appropriate inquiries.
Asking questions rather than providing answers when team members ask you for advice on how to proceed can encourage their creativity. Ask your team members to explain their perspectives on work-related issues and potential solutions. solicit input from further people.
Put yourself in their position.
Consider the sense of annoyance you have for a team member as an opportunity to learn more about leadership when it arises within you. Instead of reacting in a frustrated manner, attempt to see things from their perspective.
Identify and celebrate successes.
Proactive action should always be acknowledged and commended.
Inform your team members that you’re working to encourage their proactive problem-solving and that you need their feedback to help you improve at this. helps, ask them to let you know. Consider the possibility that some individuals have noticed your propensity to reject other people’s ideas and micromanage when you’re under pressure.
As a result of this feedback, make a commitment to stop from praising ideas and to request that team members instead evaluate the advantages and disadvantages of each suggestion.
Reviewing and recognizing achievements.
If team members are participating more actively in problem-solving on a regular basis after a few weeks, you’ll know you’ve made progress. You’ll get a fresh respect for certain workers’ ingenuity. You should now be able to spend more time with the team outlining desired objectives if you’ve been asking for feedback and they’ve answered.
There should be a net gain in time and energy because you can now spend more time with team members discussing desired goals and less time checking on their work. You’ll have more energy for managing your group and discover that you have more room for leadership growth than you had previously thought.
Wanting to understand how to lead requires deeper work than simply wanting to assume a leadership position. It would be like traveling to a fascinating place and spending the entire time in the airport bar if you refused to go on the leadership development journey.
On the other hand, if you’re interested in and committed to your leadership growth, you’ll stay young and energetic.
There’s a valley to cross before you reach the peak. And there’s another valley between that peak and the next one. The developmental journey is fascinating and fulfilling if you embrace it.
You don’t have to wait to be trained; you can design leadership development practices any time you want.