Author: Mike Urgo
Years ago, when working with the Athletic Director at Stevenson (shout out Brett Adams), we were looking at different design ideas for a potential new ice rink. As you can imagine as a hockey coach there, my number one focus was on how our hockey team would be impacted by the new rink and ensuring we got our fair share of space. What Brett said to me will always stick with me.
He said (paraphrasing):
Mike, hockey… your team and all the teams at Stevenson will be taken care of, I am not worried about that. I want us to focus on everyone else and their perspective. I want to ensure that if we build this thing, that everyone has a great experience. So, let’s not think about hockey for a second, and instead let’s think about the other groups impacted by this facility.
What about the referees? Where should their room be so they can have easy access and some protection from unruly parents or fans. We should make sure there’s a shower in there just for them.
What about the custodians and people who manage the rink? Are we making sure they have enough closet space and access to amenities needed to keep the rink running well?
What about the fans? Are there enough bathrooms and places to sit outside of the cold rink?
This conversation has stuck with me for so long because I think it can be applied to almost every situation. Especially as I mature in my career as a leader, it’s important for me to remember the perspective of those impacted by my decisions as well as my interactions.
While conducting a recent coaching call with a client we were talking about how they think people perceive them when they interact. I pointed out that as people with higher ranking titles like: Director, Vice President, etc. we forget the weight that those bring with them to those lower in our organizations. I ask them to think of a time earlier in their career when someone of a higher title interacted with them. It’s funny because as leaders we forget just how impactful those interactions can be. I remember working with a Sr. VP in health care and I was helping pull together some metrics to support some of their initiatives. I was so nervous not to mess anything up and wanted to learn as much as I could from them.
I was impressed with just how patient they were with me and how much they let me shine in meetings, rather than not inviting me and presenting the work themselves. I was also impressed with how he handled giving me feedback and coaching me.
I was told multiple times:
I have been in your shoes before, don’t worry, you’ll be fine.
Even things that are simple, like a weekly update to someone in the C-Suite that we as senior leaders are used to and don’t worry about can be a daunting experience for someone who is newer in their career. As leaders it’s important for us to remember that impact when giving our people stretch tasks or even interacting with team members that are a level or two below us.
What I try to do is put myself in their shoes and remember what their perception of me may be based on whether they know me and my title. I remind myself of three things:
- They are nervous
- They don’t know what it’s like to be in your shoes
- They are watching you closely
I have heard leaders in the past say things like: that person is kind of reserved, or they didn’t talk much. Well, we may have just been in a room with the CFO or CEO and they may be a network engineer, who hasn’t had much interaction with that level of the organization. That can make anyone nervous. So as leaders we need to remember that nerves can have an impact on our people and do the best we can to set expectations before, during and after those experiences.
I love the second point, because while we as leaders may not have been in every position, we have substantially more experience in talking to higher level leaders and have been in their shoes. On the other hand, it’s important to remember that whoever you are talking to has never been a Sr. Director or Vice President before. They may not have had to normalize a departmental budget or decide who gets a raise and who doesn’t. Even though they may have been told this, it’s hard for them to understand that the same insecurities and natural tendencies are present even later in your career.
Finally, we must remember that our words have power. They hold even more power when you have the privilege of a higher title. Regardless of how you perceive yourself, it’s important to remember that to some the title still holds weight. People are watching you and when you take the time and care to make a positive impact on those inside and outside your organization, it goes a long way.
If you’re a current leader, I hope this week’s newsletter has inspired you to be that positive impact. If you are not yet in that position, this message is still for you. In some respects, I feel like I am speaking back to myself 15 years ago. Because, while you may not have a title, someone is looking at you either on your team or in your organization. A conversation or bit of feedback can have a lasting impact on those around you.
Want to know more about how this type of thinking can have a positive impact on your organization?
Schedule a call to see how I can help you or perhaps you are an organization that is a good fit for my next full-time career move.
https://calendly.com/mjurgo
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