79. Growing Forward Podcast Leaving a leadership legacy w/ Paul Casey

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โดย Brandon Andersen and Paul Casey และถูกค้นพบโดย Player FM และชุมชนของเรา -- ลิขสิทธิ์นี้เป็นของผู้เผยแพร่ ไม่ใช่ Player FM โดยมีการสตรีมเสียงโดยตรงจากเซิร์ฟเวอร์ผู้เผยแพร่ กดปุ่มติดตามเพื่อติดตามการอัพเดทใน Player FM หรือวาง URL ฟีดนี้ไปยังแอพพอดคาสท์อื่น

Paul Casey: it's a great day to grow forward thanks for joining me for today's episode and it's with me i'm going to do a solo episode for you today on leadership development that leaves a legacy.

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Paul Casey: If you are in a role where you get to develop other people, which is what leaders do best, then this is for you, if you are an aspiring leader yourself.

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Paul Casey: And you want something to recommend to your boss, maybe there'll be something some nuggets in this that you might be able to trickle up and say i'd love this in my leadership development plan we're going to dive in after checking in with our tri city influencers sponsor.

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Paul Casey: Thank you for your support of leadership development in the tri cities, so I had a favorite boss several years ago, and what I liked about him in this whole arena of leadership development is that from the moment I was hired.

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Paul Casey: He was all for my success right he he helped me learn how to succeed, from the moment that he onboarding me actually even before that I remember him sending me an email saying your first 90 days.

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Paul Casey: Here are the priorities, I would like you to attack and you know what it was, it was relationship building so i'll just file that one in there as well, if you're new to a position that's got to be in your first 90 days plan.

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Paul Casey: He spoke of me highly in front of the team always he empowered me to lead in my job description he backed me up when they were difficult times.

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Paul Casey: He sent me to professional development opportunities that I was interested in even coming with me on a conference once so like the number one and number two and organization, you could go together in a conference thought that was awesome.

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Paul Casey: We would do one to ones, every week and you rarely would bump those, including doing a book study together, so we could both grow he gave me feedback.

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Paul Casey: Mostly positive feedback, so he was an encourager there's just so much I appreciate about him and that's what I think of when I think of a leadership developer.

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Paul Casey: Kim level says companies with highly developed leadership programs outperform their competitors their business results are typically seven times greater seven times greater, and they are.

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Paul Casey: 12 times more effective at accelerating business growth.

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Paul Casey: That companies with weak leadership programs wow seven times more business results 12 times more effective at accelerating business growth, I mean that is just unbelievable if you think about it.

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Paul Casey: So we have to change our thinking if you're in the Leader chair from people are there to get the work done to work is there to get the people done.

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Paul Casey: And that good work is there to get the people done so, besides that quote.

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Paul Casey: If I could influence you to have a plan for leadership development here's some more reasons along those lines, you need a pipeline for new blood at all levels of leadership.

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Paul Casey: Or else, then you turn around and no one is ready to step up and then someone gets poached away to another company or they get a health issue.

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Paul Casey: And you're in trouble right so you're always on the lookout for potential leaders.

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Paul Casey: The global leadership forecast puts out a report every year, and they said just 15% of organizations rate their future bench.

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Paul Casey: As strong just 15% don't know if your company's in that boat, or if you're doing a better job than most, but that's why this is so important.

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Paul Casey: A second reason is, you need a succession plan for you and the other top leaders when you or they do move on, we always have to be too deep.

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Paul Casey: In everything you have right now, and the bhutan's have to be passed cleanly when the inevitable happens I don't know if you've ever been in a situation at your company or another company.

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Paul Casey: where only one person had the vital information and then they weren't available they went on vacation or you just they weren't answering their text messages.

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Paul Casey: Or that person left the organization, you know weeks before and then it's like oh no they got the combo to the safe, you know, are they are the only ones that had the password to that important classified document.

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Paul Casey: And so we have to make sure that we have we're too deep in our organization now but also have that succession plan.

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Paul Casey: The third reason have a leadership development plan is it provides empowerment that leads to full engagement of all employees.

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Paul Casey: And that it can be a retention strategy for you as well, if you want to keep good people if they feel empowered they're probably not going to leave your company.

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Paul Casey: Because they feel empowered equipped and they don't feel micromanaged.

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Paul Casey: It also provides challenges that expand potential leaders skills and capacity.

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Paul Casey: I think everyone on our team is sort of like a Watt light bulb you know all light bulbs have different wattage right so i'm gonna have 100 Watts some or 75 Watts, some are 40 Watts, not an intelligence, but in their capacity so when we train people.

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Paul Casey: We increase their capacity we focus on their job and how they can get better at that, when we cross train right.

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Paul Casey: We we are increasing their capacity so when we're developing people we're really focusing on each person and taking them to the next level.

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Paul Casey: And then, finally, it spreads the workload of leadership better assuring quality.

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Paul Casey: It builds another mountain and then the ecosystem underneath that mountain when we develop a leader, not just a follower it's it's a multiplication not just addition when we develop a leader.

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Paul Casey: john McGuire and Gary road said if organizations, want to create sustained change, they must develop a leadership culture, while simultaneously developing individual leaders.

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Paul Casey: So you might be saying okay i'm looking around in my organization, who should I pour into who is like a leader type that I should develop.

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Paul Casey: Because we don't want you to develop people who are going to rise to the level of their in competence that's called the Peter principle.

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Paul Casey: people that are promoted to their level of competence that's when you take an individual performer and you're like wow they're so good at that let's put them in a leadership position.

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Paul Casey: And then it's a disaster, they don't have the people skills relational skills, the emotional intelligence to keep up with that promotion and then everybody under them is miserable.

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Paul Casey: So we do need to look for certain kinds of leaders and when you're looking for qualities in a potential leader or Hypo a high potential leader john Maxwell has.

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Paul Casey: advice he says, do they develop fresh approaches to long standing problems.

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Paul Casey: Are they quick to find like practical solutions when they see an issue they sort of have this constructive spirit of discontent right, this can be better they're always saying like this can be better we can sharpen this.

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Paul Casey: Another quality would be they do, they succeed at rallying people behind their ideas.

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Paul Casey: So you're looking for someone who might have a little bit of inspirational influence right.

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Paul Casey: you're going to watch to see who is looking at that person and actually following what they say they're going somewhere right and they're they're persuading other people to join them on the ride the trains, leaving jump on.

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Paul Casey: How about people who encourage their current subordinates to take risks and get personally excited about projects.

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Paul Casey: These are those folks that are called early adopters you cast a vision, they immediately pick it up and they start running with it, they can catch that vision and turn it into action.

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Paul Casey: Maxwell says the point of leaning is not to cross the finish line first but to take people across the finish line with you.

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Paul Casey: here's a few more traits they recognize the reward individual achievement when it's in their power to do so they're always catching people being successful they're saying thank you they're putting them in for the company incentive program or the recognition Program.

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Paul Casey: they're showing servant leadership around every corner, they make people want to reach for high goals and they feel good about what they are doing.

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Paul Casey: I find that folks that do this understand their company's purpose they understand the standards, the culture and they try to make it contagious so everybody on the team is doing it.

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Paul Casey: They sort of create like good peer pressure on a team and it's going to take good people skills in order to do that.

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Paul Casey: They have a solid track record for hiring and training new employees, I don't know if they're on maybe a hiring team, but maybe they've got some role in the onboarding process or the training process.

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Paul Casey: And you just know that they do such a great job of in culture rating new people on the team they're perceptive because they're mentored well the new folks by this person.

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Paul Casey: There they get off to a great start they hit the ground running and just find wherever you have a good leader, the team gets better and the organization gets better.

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Paul Casey: They also push persistently to overcome difficult obstacles, even if it means going out on a limb.

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Paul Casey: They show courage, the average employee would just pull back and go i'm not gonna stick my head up and get shot out where this person actually speaks up.

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Paul Casey: They show some emotional fortitude there's a stick to it ignis about them, I can do this about them they're willing willing to take on responsibility and own IT and be that person of action.

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Paul Casey: Ben Franklin says, I never knew a man who was good at making excuses, who was very good at anything else, not a potential leader nope they don't make excuses they own it.

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Paul Casey: And maybe you've got some other things that you would look for in a leader, maybe, being a good communicator being proactive being fun if your culture as a fun culture.

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Paul Casey: But I just wanted to give you some of these from john Maxwell just add my color commentary to that.

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Paul Casey: Andy Holloway throws on three more he says a desire to help others, develop and learn yeah you don't want a leader.

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Paul Casey: Who doesn't want to develop other people right by default it doesn't make them a leader if they just want to be an individual performer they accept feedback well and then take action based on that feedback.

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Paul Casey: there's a shortage of people that receive feedback well enough you noticed this maybe in yourself, or in other people on your team, a lot of people get defensive they fight back.

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Paul Casey: And they don't say yep that's that's true or, thank you for the feedback i'm going to mull over that and try to do something better.

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Paul Casey: And maybe there's even a tolerance for ambiguity and so what's happened in the last couple of years there's been a lot of ambiguity in our world.

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Paul Casey: And people there are moving into leadership, they have to have a little bit more comfort with situations that don't have a clear answer and they don't freak out or say the sky is falling, as they go through.

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Paul Casey: difficult times so basically what i'm saying is not everyone can or should be a leader in your organization.

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Paul Casey: Sometimes they are placed well in their role as an individual performer and you're just going to keep training them and equipping them right where they're at we all have to keep growing forward.

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Paul Casey: But it doesn't mean we all have to go into a leadership position so here's some essentials for leadership development, first of all take it seriously.

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Paul Casey: What an opportunity, I was with another leader what we were going to share an employee.

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Paul Casey: Years ago, and I remember when we were given the news that we were going to share this employee came into my office and he said what an opportunity to develop this Gal.

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Paul Casey: I mean we've got this opportunity to to help her to shine in her new role and I thought well that's a refreshing perspective to say what an opportunity.

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Paul Casey: So at the top of your organization, there has to be unity and priority to leadership development efforts.

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Paul Casey: Because I don't know if you've seen this, but a change never really gets cemented until the top leaders make personal adjustments to move with that change and, in this case it's leadership development.

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Paul Casey: i'm going to encourage you to calendar it, you know I love talking about time management, and if you don't calendar anything it's probably not going to happen so calendar leadership development or it gets pushed out.

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Paul Casey: A lot of people cancel leadership development opportunities, because there's a more urgent crises right i'm going to say don't do that, I mean make make make that sacred.

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Paul Casey: Literally make a recurring appointment in your calendar to think about leadership development to plan leadership development to meet about it or to implement it.

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Paul Casey: then start with a goal for each person on the team once you once you have that goal and craft and following intentional plan that has a clear timetable.

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Paul Casey: A lot of companies do leadership development in spurts right it's sort of Lucy goosey it's reactive, and you know i'm going to i'm going to emphasize on the job training is fantastic.

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Paul Casey: But it does take time to develop somebody and the payoff can be great personalized that plan to each direct report that you have.

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Paul Casey: Everyone is wired directly everyone has a different mesh of skills and strengths and thresholds and aspirations so leadership development cannot be a one size fits all.

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Paul Casey: except when it comes to the company philosophy and vision and mission right that everyone gets inculcated to that, but.

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Paul Casey: When it comes to leadership development plan it's got to be individualized to each person in fact some companies call it an IDP or an individual development plan for each person.

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Paul Casey: Taking into account what were their goals are in their career path in the organization Chris hardy says servant leaders support people as they grow and develop.

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Paul Casey: Then, once you have the plan in place evaluated constantly and pivot for better effectiveness pivot was that big word and koba that we heard all the time.

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Paul Casey: you're going in one direction you pick up the dribble and basketball, and you look around and you can't get to the hoop that way, and so you keep pivoting on that.

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Paul Casey: On that one leg until you can either get a clear shot, or you can pass the ball to somebody else.

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Paul Casey: So your core team and staff must answer what's working in our leadership development plan what's not working in our plan, when do we need to take this up a notch or when do we need to let the rope out more to each employee do those mid course corrections to keep it relevant.

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Paul Casey: i'm also going to encourage you to budget for leadership development leadership development should not be but it often is the first line.

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Paul Casey: Line item to get axed in the budget, I say that because i'm a trainer and you know oftentimes my role gets cut out because it's like oh we're really tight.

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Paul Casey: With our margins, and so we really can't do the training that you have offered to us, Paul to get better as a team and so.

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Paul Casey: oftentimes that's, the first thing to go i'm going to say no, keep that sacred in your budget.

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Paul Casey: Is it a line item right now in your budget, you can think through you know that your spreadsheet your budgets leadership development in there if.

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Paul Casey: encourage you in the next cycle to make it alive hire a line item and put some money into that budget account.

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Paul Casey: I know it doesn't seem critical to business growth, but it is right Jeffrey Pfeffer says, if you want to return on your investment in people, the first thing you've got to do is invest in them.

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Paul Casey: You develop them you do all the things that will cause them to have the skills and abilities and motivation to do an effective job you can't sit there and say gosh I don't know why my people aren't doing a good job, when you haven't put anything into it, nothing in nothing out.

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Paul Casey: So Jeffrey Piper was talking about, you know the investment really is your time and it's your money.

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Paul Casey: And then finally write the manual on your job, and have everyone else right the manual on their job to So this is the old in case you were hit by a bus I don't really like that illustration, it sounds very dark in case you were promoted to your dream job right there would be a document.

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Paul Casey: or a duty manual there of the main things that you do every week so someone could pick up where you left off, and do it without much assistance.

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Paul Casey: So i'm going to encourage you just to set up some category started document This takes time right you don't do this in one afternoon.

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Paul Casey: But just chip away at this until you've got a compendium on your job, and then each one of your key players, has a duty handbook on themselves, just in case.

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Paul Casey: And the first step would be just starting, an outline of what would go in there all right before we head on, to the three legged stool of leadership development let's do a quick shout out to our sponsor.

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Paul Casey: All right, I want to take you briefly briefly through the three legged stool of leadership development.

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Paul Casey: people tend to support what they help co create i'll say that again people tend to support what they helped co create so anytime you can involve or include the trainee.

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Paul Casey: In the design of this leadership development process and its menu there's really a better chance of them fully engaging in the whole process.

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Paul Casey: So if you had to break it into three chunks of leadership development there would be on the job training, there would be mentoring coaching and there would be continuing education and all the resources, I read in training magazine and.

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Paul Casey: The association of training and development, the common percentage is 70% on the on the job training 20% of coaching and mentoring and 10%.

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Paul Casey: In continuing education, it seems like the standard practice for that so let's just give you a few tips on each one of these and, hopefully, you can get something out of it to put into your plan feel free to modify.

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Paul Casey: how you see how you see fit with that and let's start with on the job training.

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Paul Casey: Increasing responsibility but also increasing authority, if you would, if you give people responsibility.

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Paul Casey: But they have no authority to make decisions Oh, my goodness that is so frustrating, it would be better, not even to give them the authority in the first place, if you're tying their hands.

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Paul Casey: So here's some tips, they can come along and shadow you when you're developing them or whoever's mentoring them, they can come along and shadow it's the principle of take them with.

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Paul Casey: Right i'm going to this meeting I take them with i'm going to the seminar i'm going to take them with a meeting with our top client or customer i'm going to take them with Everywhere you go you let them see an experience what you are.

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Paul Casey: experiencing then when the experience is done you debrief with them what are their perceptions of what they just saw what would they have done differently.

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Paul Casey: what's the cause and effect the person responded this way, what did we talk about that maybe lead them to do that, they can also lead portions of meetings on the job.

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Paul Casey: Your job is to strive to be bored I know that sounds funny when when influencer said that, meaning that you want to delegate so many things.

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Paul Casey: That it's like you're bored you'll never be bored because other things will come in from the side but you'll be at the highest level of leadership, if you can delegate.

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Paul Casey: Your job is to say, as little as possible in a meeting unless your vision casting or you're facilitating or you're validating other people, so how this mentee.

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Paul Casey: prep in it you're going to prep them in advance to lead a portion of the meeting, whatever that issue is.

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Paul Casey: teach them how to facilitate and then they run that agenda item at the meeting they get to sit in the leadership chair like take us through the financials herb you know.

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Paul Casey: Or why don't you lead us through this professional development tip of the day right like a leadership minute.

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Paul Casey: Something maybe they've even been reading that they're eager to share maybe they lead a quick team building activity or just the icebreaker question.

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Paul Casey: At the beginning, maybe they lead an emphasis on one of your company values and how they're watching that play out in real life.

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Paul Casey: When you cringe inside if they don't do it the way that you typically do it please don't criticize in public support them in public, then correct and coach them in private.

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Paul Casey: and be sure to cannot just criticize but make sure you brag on them, give them specific praise of what they did well.

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Paul Casey: They can also lead task forces or committees, I like task forces more than committees, because a task force is set up, when there is a problem that needs to be solved.

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Paul Casey: And then you can take this person you're developing this leader in training and put them on that and say you're going to lead that task force for a period of time.

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Paul Casey: So problem gets surfaced you're going to need more time than just a staff meeting to solve it.

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Paul Casey: And you're going to tell this direct report okay you're going to explore the solution you're going to share it you're going to pick a little team here you're going to teach them how to run it and they're going to just mold that little task force into a team and get it solved.

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Paul Casey: If you're like well we don't have a lot of those that pop up those kind of things that could be solved by a subgroup then maybe it's a COMP a section of the strategic plan.

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Paul Casey: Of the company and this person would champion one of those major objectives and it's a great breeding ground for leaders to give them an opportunity to run on a section of the strategic plan.

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Paul Casey: They can also in this on the job training give input on problems to solve.

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Paul Casey: In the organization or on the team they're probably already thinking about it, they probably go home and tell their significant other at home.

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Paul Casey: So they're probably talking and listening to others in the hallway talk about what needs to be solved in the company, so now you're going to allow them a say you're going to allow them to have a voice.

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Paul Casey: And if they bring a complaint to your attention you're going to say okay anytime you bring a complaint to me you've got to come with three potential solutions and you're going to just keep questioning them until they actually choose the wisest solution.

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Paul Casey: And then you're going to say all right run with that maybe you can always say that, but if you give a chance to.

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Paul Casey: Let them run with that because leaders are known by the problems they solve so this new person can be seen as a problem solver they're going to get more respect from the others on the team, they have to be tested.

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Paul Casey: On the job training, they can also act on your behalf, so you can make them your delegate to certain kinds of meetings.

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Paul Casey: When you're not available, you can give them some authority to make some decisions and, again, you never bite their head off when they make a mistake that was well thought out, but in that case it failed.

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Paul Casey: And the way to get ahead of those failures as much as possible is keep thinking aloud when you're making decisions in front of them.

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Paul Casey: When you think aloud it's like well the reason i'm doing this is because i'm also keeping these three things in mind, as I make my decision.

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Paul Casey: When you think aloud it allows them to get in your brain so they start acting like you would in such situations, they also didn't get a chance to take a role in every area of leadership.

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Paul Casey: So besides the ones we've already talked about this is going to take some thought to make sure they experience every meeting every task every learning opportunity.

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Paul Casey: I also recommend this if you ever have an intern work at your company to try to give them the full gamut of the experience right.

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Paul Casey: They might get to manage their own line item in the budget for a while my first boss did that, when I was a 24 year old I got to manage a line item in the budget wasn't a.

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Paul Casey: Who is this several hundred dollars, but it was a big deal for me, they can attend other department meetings that are not directly influencing their job.

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Paul Casey: They can sit in on a hiring panel or beyond that they can onboard a new employee with sections of the employee handbook or maybe give a tour tour to a new employee.

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Paul Casey: They can process your inbox with you for a while, this was a great task I got to do with a mentor to see the types of emails that he would receive.

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Paul Casey: And then again he would think aloud and tell me how he's going to solve that or who he would go to to solve that problem or wearing the budget, he would give that thing a code.

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Paul Casey: Before he gave the approval it was really valuable they can maybe handle customers that have made up their way up the chain with a problem.

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Paul Casey: Which practices their conflict resolution skills, because and leadership that's what it's going to be about and maybe they even they lead listening sessions to try to.

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Paul Casey: pull in input or feedback from other staff or your best customers finally on the job training, they can evaluate every event every process and maybe even one employee, maybe they don't deliver that to that one employee, but they would do a mock.

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Paul Casey: performance review with you and another person and then together if it's not confidential.

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Paul Casey: You would still deliver it, but that person would pretend like they were going to be the ones that deliver it that's really where leadership hits the payment when they evaluate all these different things.

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Paul Casey: you're trying to get them to make everything they touch better, more streamlined more wow more success producing more team centric.

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Paul Casey: And sometimes it's just 1% better, but would it be great to get some new ideas from this person here developing Okay, think about so far on the job training, what would you put in your plan.

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Paul Casey: The second form of leadership development is i'll be go to continuing education so 10% of your leadership development plan can be on continuing education.

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Paul Casey: You want to get them in front of great leaders so here's some things you can do.

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Paul Casey: They can read the handbook the employee handbook with fresh eyes.

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Paul Casey: right they probably read it when they were hired they're forced to sign a paper, saying they did, but now from a leadership perspective they're going to read the handbook with different eyes.

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Paul Casey: And we're going to have them ask questions about anything that doesn't make sense, like do we actually do that it might actually make you make some revisions in your handbook.

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Paul Casey: you're going to tell them the story of the history of the organization and where it's going if they don't know this already.

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Paul Casey: You want them to reconnect to the big why you're both in leadership in this company and the difference it's making in the lives of people you want them to read catch that vision.

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Paul Casey: The fire of the vision, so it becomes automatic in their conversations with other employees other colleagues, you want to walk them through every line of the budget.

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Paul Casey: tell the story about what the companies are and what's the basis for those numbers, because otherwise they're just numbers on a spreadsheet but what's the story of what goes into that line item.

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Paul Casey: You, of course, can assign them books to read CDs to listen to podcasts to listen to Ted talks industry magazines to debrief.

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Paul Casey: So the debrief is the key part right and then, what can we apply so great authors out there.

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Paul Casey: Some companies, I know Dave ramsey company says when you get hired you get a box of books Okay, so what are sort of the key books that everyone in your leadership team has read together now you got this person you're developing you want them to talk the language to.

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Paul Casey: about local conferences or faraway conferences to attend now things are opening up more conferences are going back live usually these.

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Paul Casey: Their trade specific to your industry or associations and a lot of good stuff happens when you send someone to a conference you know they get educated, they get contacts, they get they get to hear experts.

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Paul Casey: There in the trade show get resources their new ideas and it's simply just a break from the routine you're giving them an extra privilege by going to.

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Paul Casey: This conference now on the front end, you want to make sure you both agree on the outcomes, you want to see them or get from the conference before they go and oftentimes it's great to send to people, because then they can dialogue about what they're learning, while they're learning.

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Paul Casey: Sometimes there's local seminars, I do some local seminars here some other companies come into town, these are usually subject specific you want them to grow in a certain area.

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Paul Casey: So if they want to have continuous continuous improvement of their own skills, this is great.

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Paul Casey: Maybe it goes along with a company priority that you're all working on together you're going to send them to that seminar, and then they have to present back to you and the team their takeaways so the whole team benefits by sending that one person or two people to a seminar.

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Paul Casey: You can have professional development meetings or pieces of meetings that you plan, where you bring other people into the company and they're a vital part of that training.

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Paul Casey: You can send them to networking events, if this might be within their job description of the future, because then they're going to meet other community leaders.

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Paul Casey: Who they might take to lunch in order to grow from and they can also pick up ways to make their business your business more relevant to the Community.

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Paul Casey: And sometimes you get to sponsor them from leadership development program you've heard me talk about leadership tri cities on this podcast.

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Paul Casey: There are also mastermind groups or group coaching experiences that I lead that would be great for them to be involved in, because then they can hear from people in other industries as they are being developed.

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Paul Casey: Okay, so what did that do you want, in your leadership development plan for someone you're developing or in your own.

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Paul Casey: Finally, leg three of professional development is mentoring and coaching this is 20%.

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Paul Casey: Of a leadership development plan, this is a larger time investment, but I really believe that you can only impact people up close.

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Paul Casey: So make sure that you have one to ones with this person on a very regular basis you're going to ask him key questions in that one to one.

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Paul Casey: once a week for an hour is not too long, if you are in intense leadership development mode.

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Paul Casey: And I can always send you a flow an agenda for a one to one that can make it even more intentional than maybe you're doing now.

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Paul Casey: You can do some What would you do scenarios with this person you've had some experiences, while in the leadership chair, there were real life, they happen.

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Paul Casey: And don't tell them the outcome just give them the problem and say how would they respond in that situation and ask why a lot, not to challenge them, but just to pick their brains and examine their thought process.

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Paul Casey: You want to give them consistent positive and once in a while negative feedback every employee, deep down, wants to know how they're doing.

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Paul Casey: And everyone we run into today is encouragement deprived so we all need a little bit more tank filling.

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Paul Casey: And a lot less tank draining so don't go a week go by without speaking positively into their lives and once a mile when you see something get ahead of that quickly.

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Paul Casey: don't let something not at you, for a long time without pointing it out to this employee.

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Paul Casey: If you think Oh, it might hurt their career in any way you have got to speak up now, and say may give you some feedback then speak the truth in love you would want someone to do that to you.

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Paul Casey: If you are being developed the spinach in your teeth, you know you would want someone to point that out see you don't smile with the spinach in your teeth to everybody else at the networking.

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Paul Casey: opportunity remember you're polishing the diamond okay observations of them with their constituents, you want to coach them when you get to watch them do their leadership thing this is great for debriefs and for coaching.

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Paul Casey: Hopefully, if they're a high potential leader they're going to ask you how did I do what could I have done better even that last 5% come on you're holding back on some to bring bringing me between the eyes, with that.

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Paul Casey: Okay that's just someone who is eager to receive feedback, you might want to get them an internal mentor that is not us, is good for all employees.

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Paul Casey: This would be a veteran employees got a heart for developing others don't assign them to someone who's going to see it as a waste of time.

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Paul Casey: You want to give them a mentor that knows, the best way to handle situations, and they have great skills with other people because mentors.

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Paul Casey: tend to teach other people and they just love that part of their job once in a while I want to get them external coach I get hired to come in.

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Paul Casey: And coach high potential people i'm not emotionally tied to their job and objective sounding board as an outside coach.

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Paul Casey: Who is worth their success helps them storyboard their way to their goals and it grounds them and into their identity and it pushes them to deal with issues I love doing this.

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Paul Casey: When I come in to mentor others, but there are others as well that can be that can coach from the outside and help this person develop, especially when you don't have 100% of time to develop this person.

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Paul Casey: Okay, so, in summary, you know what do you see as benefits for having such a comprehensive focus on leadership development at your organization.

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Paul Casey: Hopefully you're able to share them that's what I lead with today who are these people that are among you that you need to develop and then the three legs of the stool.

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Paul Casey: Leadership development through on the job training continuing education and mentoring and coaching all right.

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Paul Casey: Let me wrap up our podcast for today with a leadership resource to recommend, and it is in the line of this it's called leader launcher if you have high potentials.

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Paul Casey: Emerging leaders young professionals at your company I would love to help develop them on your behalf, and so it's a two hour training.

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Paul Casey: once a month we've been going virtual for the last year we're going to go back to live within this next year.

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Paul Casey: And it's like getting $9,600 worth of my training, if I were be hired by your company they're going to get it for just just under 500 bucks so they're going to get two hours of training on 12.

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Paul Casey: Different leadership proficiency over the course of the year and they're going to meet some other cool.

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Paul Casey: High potentials from other companies, at the same time and get to do some networking with them so go to leader dash launcher calm leader dash launch calm and I would love to be a part of your leadership development plan.

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Paul Casey: Well, again i'm Paul Casey I want to thank you for joining me today for the podcast as I talked about leadership development that leads leaves a legacy.

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Paul Casey: And I want to thank our TC I sponsor and invite you to support them, we appreciate appreciate you making this possible, so that we can collaborate to help inspire leaders in our Community.

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Paul Casey: Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence.

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Paul Casey: it's James merits, he says the power that comes from speaking a kind word writing a kind notes or giving a kind touch cannot be measured it's one of the indispensable keys to being a winner and influencing anybody until next time kg F keep growing forward.

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