The Value of Mentoring
Early in my career, I had the good fortune of working for two wildly different mentors: one who excelled in relationship-building, and the other in intellect. As I observed the former’s talent for working with clients, and contrasted it with the latter’s strategic proficiency, I came to understand the importance of playing to one’s strengths. In my case, I realized that I enjoy solving complicated problems in practical ways. I’ve enhanced this skill over the years and it has served me well in my professional life. Lesson: Understand and hone your natural strengths.
Know Your Blind Spots
While it may seem counterintuitive, people skills do not always come naturally to leaders. And yet the value of building trust through interpersonal relationships cannot be underestimated. When I accepted a position as head of litigation, I resolved to make it a priority to connect with my new colleagues. For someone who is a natural introvert, this required stepping outside my comfort zone. As I worked alongside people facing serious legal issues, listening to colleagues and accepting different points of view became essential to getting the job done. Fostering trusted relationships was one of the many positive outcomes of these exercises. Lesson: Always look for opportunities to stretch yourself.
Come to the Table With a Point of View
In another chapter of my career, I found myself seated across from my CEO who was seeking my opinion. The issue at hand involved an employee who had come under criticism. When the CEO asked me how I thought we should handle the situation, I hedged my response rather than offering my honest opinion. I was immediately disappointed with myself and it was clear my boss was, too. While I had taken the diplomatic route by offering various points of view, the only one he really wanted was my own. Lesson: Be decisive. People who respect your opinion will ask for it, so offer it with confidence.
Build a Great Team
Most leaders will agree that team-building is a priority, but it takes a considerable amount of time and work. Through the years I’ve refined my approach to two tactics. First, I strive to hire not only exceptionally talented people, but those with diverse backgrounds and experiences. And while it’s important to ask “Is this person qualified?”, I also place a premium on character: qualities such as trust and high integrity. People can learn new skills; they can’t learn character. Lesson: Surround yourself with the very best people you can find.