How do you identify and develop potential leaders among your staff?

I partially agree with this viewpoint. While I dissent on the idea of short-term coaching efficacy, sports, like football, offer enlightening examples. Some of the most successful football coaches historically have been those given plenty of time to instill their mentality and style within the team. To me, mentoring leans more towards the technical side, akin to training.

I disagree with this premise. The best coaches are also great mentors. The lines between coaching and mentoring can be blurred if done the right way.

I believe understanding the nuances between coaching and mentoring, and recognizing when to use one skill over the other, is critical to being an effective leader. I may need to be coached on how to more efficiently complete a task, but I may not need a coach to assist me in following a path of professional growth. My confidence in a leader who tries to mentor me on the former or to coach me on the latter may wane.

Distinguishing between coaching and mentoring is crucial in identifying and nurturing potential leaders. I believe coaching addresses immediate skill enhancements, while mentoring invests in holistic, long-term personal and career development. From my perspective, a balanced application of both ensures we unlock and cultivate the leadership potential within our staff.

I love the concept of coaching in sports. Someone is designated to watch the athlete closely with the sole purpose of providing feedback to improve performance. But sadly, this doesn’t translate into our work or personal life often enough. Having someone intentionally watching to provide feedback on things we do well or ways we can improve can help us become better employees, managers, leaders, parents, friends, and overall people.

Employees at every level and stage of their careers report that some of the most effective and meaningful coaching and mentoring they’ve received comes in unexpected, informal ways. A coworker can be an impactful mentor. A customer can be a coach, whether they are aware of their coaching or not. I advise young people looking for a mentor not to think in terms of a formal or long-term mentor/mentee relationship. One meaningful cup of coffee with a wise person you admire can change your life.

In my experience I also don't know how to draw the line between coaching and mentoring. I am an advocate of being a role model to those I lead. I come from the school of thought that what you do speaks so loud that no-one listens to what you are saying. As a result I advise my reports to do a lot of what they expect from those they lead. This calls for very open communication as you coach the teams for success. If you are a leader and a good role model, your leadership skills will be emulated and potential leaders will be borne naturally.

To me, the most significant distinction between the two approaches lies in the recipient of the coaching or mentoring. While I believe nearly anyone can be mentored, only a select few are genuinely coachable. From my experience, a mentor typically shares insights drawn from their own experiences and knowledge in a particular field. On the other hand, a coach might not have any technical knowledge about what you're doing but possesses the skill to unlock and leverage the hidden strengths of an individual or team. A prime example is Bill Campbell's role at companies like Google. I highly recommend reading "Trillion Dollar Coach" to delve deeper into his unique style and journey.

The cornerstone of identifying and developing potential leaders hinges on the profound benefits of coaching and mentoring. I believe that these methods not only boost an individual's confidence and competence but also foster organizational productivity and innovation. From my perspective, a culture imbued with learning, innovation, and collaboration propels both individual and organizational growth.

Coaching starts with the needs, goals and desires of the person being coached. A good coach is above all a good listener. A manager whose teammates trust them to share thoughtful and empathetic career advice with employees is a manager who will gain the respect of their team.

Coaching is undeniably challenging and isn't suited for everyone. I disagree with the notion that a formal agreement is always necessary. While I would establish a coaching agreement for someone who explicitly seeks my guidance, in everyday interactions, I believe an adept coach can subtly guide or, for lack of a better term, "shadow coach." This means that when a leader recognises potential in someone, they should endeavour to empower and nurture that individual's strengths, even without explicitly stating the coaching intent. Over time, the person being coached will often recognise and appreciate the guiding influence behind their growth.

Mentorships can also be two-way. Typically, a mentorship does include an older/wiser/more experienced mentor, but the mentee can also provide growth and assistance to the mentor. These “mutual” mentorships can create stronger relationships and better long-term growth. Some of my best friendships and mentors started out as either a mentor or mentee relationship that benefited us both.

In my experience colleagues wants to be mentored because you are recognised as an expert on what you are doing, due to your knowledge, experience or both. Is usually informal and very similar to a training where the most experienced person transfers the knowledge and best practices to the newest.

The #1 job of a leader is to develop more leaders. We should always be looking to identify and develop people with potential. In my experience, work performance and getting to know people helped me identify those with potential.

Leaders should always be looking to cultivate new leaders. This takes time and intentionality. Therefore, it is important to seek out highly qualified candidates to invest in. Potential leaders should be honest, have high integrity, and possess qualities that map to your company’s core values and mission. They must also be open to mentorship and be eager to grow.

Natural leaders often reveal themselves. If you're unable to spot potential leaders, perhaps the oversight lies within (no offence intended 😄). Typically, an emerging leader is like a raw gem that requires refinement and finesse to truly shine. For instance, some individuals might seek ownership of everything, frequently drawing attention to themselves while neglecting to empower those around them. In such cases, our role is to coach and hone their skills, helping them acquire the attributes they may lack. Even the most gifted natural leaders can benefit from guidance in their early stages.

I look for men who will show up on time faithfully. Secondly men who will be available or make time for the ground and or me. Thirdly for men who will be reachable, men who do not have all the answers. So I want men who F.A.T.

While not an exhaustive list, I look for those looking at the global picture or beyond their current role. They are thinking about how their work and strategies create impact at a department or organizational level. Beyond that, people who are curious, handle or embrace change and ambiguity well, are enthusiastic about the work of the department, bring compassion into their interactions with other staff members and customers, communicate their ideas well, and can create buy-in for those ideas.