Twice a year, we go through an exercise at the bank where I get to hear the stories of all employees. This is part of the ongoing process of people development and is simply one leg of the stool.
When I say “hear the stories,” I mean just that, we get to see who is doing really well, who is doing well, and who might need a little support to find the right fit. What I appreciate is the transparency of this process. When I first joined the business, it was a less-than-transparent process, with only the top two people involved.
That’s not how I lead. I understand that the buck stops with me, but I believe in a distributive leadership model, positioning all leaders according to their gifts. My job is to help them optimize in those gifts.
So when I think about employee development, the conversation has to be broader than just a couple of people reviewing performance. This has been one of the most satisfying parts of our growth as a team. While leadership can be incredibly personal, we always remind ourselves this is a safe room. None of us are there to protect anyone, we’re there to give constructive feedback to position everyone to excel.