A leader I know told his management team that they should be spending at least 50% of their time developing people.

 

It was a wonderful eyebrow-raising moment. One that required more than a little reflection to take in what that really meant.

 

50%? That’s a huge ask.

 

And you’re probably one step ahead of me . . . are you now thinking about the huge challenge you’d face squeezing into the other 50% the things that are asked of you on a daily basis?  Let alone the development of others that you’re expected to do?

 

If so, I think that’s an entirely reasonable thought process. Who amongst us, most days, doesn’t have to deal with . . .

• The emails

• The phone calls

• The projects

• The meetings

• The can you justs

• The keeping your head above water just to be able to survive until tomorrow moments?

 

Well, whether it’s 50%, or another number you’re more comfortable with . . . would you be able to easily argue that giving your attention to people doesn’t make sense?

 

So, maybe it would help to be more creative about how we pay attention, what we do in the time we’re given to work with and lead others (that worn phrase, we all have the same 24 hours in any given day comes to mind). But what does paying attention mean?

 

 

 

 

 

• How about being as visible as you reasonably can be? If geographic locations are getting in the way, then look for alternatives – Skype, video-conferencing, teleconferencing, picking up the phone to speak, sending a meaningful email. Being visible is about much more than being visible. For me, it’s about making your presence count.

 

• Could you plan your 1:1s – with your line manager, with your team? Doing this can help you to avoid the trap of never holding any, will help you prepare what you want to say, and will mean much more to people than the “I’m free now, have you got 5 minutes?” moment. Didn’t Stephen Covey try to remind us that the most effective people spend most of their time in that Not Urgent/Important domain . . . the planning, proactive realm where we’re in control, and where it feels good to exist.

 

• Would it hurt to spend a few minutes being less critical of someone’s output, and instead invest in their input? Ask how they are today, check to see if they’ve got from you what they need to be able to do the job, thank them for their efforts so far?

 

Where, today, might you have an opportunity to pay attention to someone?

 

And are you comfortable with the notion that giving people your attention is not always about paying attention to detail? Could you simply let go and ease into the attention that you give someone?

And when you’ve noticed them, how about paying attention to yourself?

• reflect, consider, assimilate
• listen, hear, notice
• stretch, push, drive
• develop, grow, learn
• challenge, question, state
• research, digest, read
• resolve, conclude, problem-solve
• relax, recover, unwind
• discuss, debate, talk
• give, take, share