Cultivating and Raising the Next Generation of NAPS Leaders
Cultivating and Raising the Next Generation of NAPS Leaders
By Richard Green
NAPS Eastern Region Vice President
As we focus on the future of our organization, our success does not depend on the charisma of our current leaders, but, rather, on the quality of the leaders we raise up to lead us into the future. Raising new leaders is not a passive activity that happens automatically. Rather, it is an intentional, often sacrificial, process of identifying, equipping and empowering the next generation to take the reins.
As the Postal Service continues to rapidly change, we must tap into our ability to develop leaders who have the capacity and vision to sustain NAPS’ vision. Here is how I believe we can build structure around raising up the next generation of leaders and create a pipeline of leaders to carry us forward into the future.
1. Shift your mindset from “doing” to “developing.”
Many leaders fall into the trap of believing they must be involved in every detail of an organization. This is a formula for burnout.
Effective leaders understand their ultimate responsibility is to make themselves obsolete. As NAPS leaders, we must be willing to train, mentor and coach our next generation of leaders and become wise counsel for them.
• With a “replacement” mentality, you should constantly ask, “Who will do this in five years?” Then, start investing in that person today. Who have you identified in your branch who fits this concept?
• Embrace discomfort. Developing leaders means delegating tasks at which you enjoy or excel. It means watching someone take a different approach to a problem than you would have and allowing them to learn from it.
2. Identify potential — look beyond the usual suspects.
Potential for leadership is not always obvious. While charisma and confidence often are visible, the most reliable indicators of future leadership may be unseen, such as character, willingness to serve and faithfulness in small tasks. We must raise up leaders who have been committed in completing small tasks and are ready and willing for increased responsibility.
• Look for servant hearts. The best leaders often come from those who already are serving in unrecognized, quiet capacities. Once recognized, it is up to us to nurture this leadership trait.
• Identify reliability. Observe who is consistent in their commitment and values. A track record of reliability is a strong predictor of future responsibility. The best ability is availability.
• Shoulder tapping. Don’t wait for people to volunteer. Actively identify potential and ask them to consider stepping up. Many leaders did not recognize their own potential until someone else recognized it in them.
3. The formula for development is mentor, model and multiply.
Raising leaders requires a structured approach that moves from instruction to observation and, finally, to liberation.
• Model leadership (I do; you watch). Show, don’t just tell. Let potential leaders see how you handle difficult conversations, make strategic decisions and manage stress.
• Mentor (I do; you help). Involve them in the process. Ask for their input, let them take notes in meetings and give them small components of a larger project.
• Empower (you do; I help). Give them a project to lead with you in a supporting role. This creates a safe space to lead where they can practice decision-making.
• Multiply (you do; someone else watches). Finally, encourage them to mentor the next person, ensuring the leadership cycle continues.
4. Build a culture of trust and responsibility.
A new leader will not flourish in a micromanaged environment. You must create a culture where taking initiative is rewarded and failure is seen as a learning opportunity rather than a catastrophe.
• Allow for failure. If you do not allow new leaders to make mistakes, you are preventing them from developing the “scar tissue” needed for high-level leadership.
• Provide constant feedback. Emerging leaders need consistent guidance, not just an annual review. Regular feedback helps them stay motivated and productive, correcting course before mistakes become major failures.
5. Focus on character over competence.
While skills can be taught, character is the foundation on which effective leadership is built.
• Integrity and trust. Leaders who lose the trust of their followers are destined to fail. Focus first on developing honesty and integrity.
• Emotional intelligence. Help them develop self-awareness, empathy and the ability to listen actively. A great leader inspires confidence in others rather than just forcing compliance.
6. The necessity of time and intention.
Raising a leader is a long-term commitment. It requires, at minimum, a “1,000-day” perspective — knowing that meaningful leadership development takes years, not months.
• Invest time in relationships. Trust is built over time. You must come alongside people, sharing in their lives and work.
• Shared values. Ensure the leaders you are raising are aligned with the core mission and values of the organization.
7. The final goal: sending them out.
The ultimate success in raising new leaders often is seeing them leave to plant new projects, lead other departments or even take over your position.
• Defy the “basement syndrome.” If you hold on to people too tightly, they never mature. You must be willing to let them go.
• Reward success and celebrate their wins. Their success is a reflection of your success as a developer of people.
Raising new leaders sometimes is a harrowing, but, ultimately rewarding, journey. It requires a conscious decision to pour your experience, time and trust into others.
By focusing on character, providing a safe space to fail and actively mentoring with the goal of empowerment, you ensure the organization does not just survive your tenure, but thrives long after you are gone. As the old adage suggests, if you want to leave a legacy, you must invest in the people who will carry it forward.
Leading into the future.