Page 45 - CCCA63_2008

CCCA_V2No3_BackPg-FIN.qxd:CCCA_V1No2_BackPg-V1.qxd 9/17/08 5:20 PM Page 54 Closing The Deal A time for inspiration Five questions to ask yourself about more personal leadership skills. n a slowing economy, there’s a tendency other about this kind of stuff.” But the to “vent.” It rarely solves the problem, but we Ito gravitate toward acting more like an qualities it takes to develop and nurture a usually feel better. If you’re the person doing administrator or boss (watching the num- successful marriage are the same as it, it doesn’t take a lot of time or effort. But bers like a hawk). Obviously this is neces- required to develop and nurture a success- for the individual who is the fortunate recip- sary, but so is offering suggestions, being ful team. We might need to reflect upon ient, it’s special. It seems like you’ve been supportive, being a source of creative whom we spend more time with during given a battery recharge just when you need- ideas, helping your people think through the average working week, our spouses or ed it. Do you notice when team members their roles, and helping them make the our office colleagues. are frustrated or distracted and take time to best use of their time. Here are five illus- check in with them? trative questions for you to contemplate: 3. Are you there for your colleagues during important transitions or in their 5. Do you offer to help when some mem- 1. Do you show a genuine interest in times of personal or professional crisis? ber of your group clearly needs it? what each of your lawyers wants to A family member going into hospital or a If your team is typical, you sometimes can achieve with their careers? child having a particularly difficult time at find you’re stretched to the limits of your Think about each member of your legal school can very naturally manifest them- capabilities. Someone has just landed department. Have any valued members selves in professional behaviour that sug- some monster project, while two serious left recently or announced that they are gests a sudden disinterest in the work — glitches have just cropped up that were about to do so, or are some individuals or, at the other extreme, people who are never anticipated. Are you going to make with a lot of potential performing at levels burying their personal issues in worka- some time available to help? I don’t mean far below where they should? If so, then holic traits. a few minutes being a sympathetic listen- chances are you might have neglected to Right now, as you read this, it’s very like- er. I mean, as busy as you are, are you will- pay attention to something these individ- ly that some member of your team is fac- ing to take on some of your colleague’s uals need to jump-start their careers. ing some significant crisis or transition. If headaches to help him or her through a Paying close attention on this score is a you are even aware of it, what kind of sup- rough period? critical part of any leader’s role. port are you offering? If you truly seek to lead people, I believe it all starts with determining 2. Do you show an interest in the things 4. Do you informally “check in” with whether you are prepared to spend time that mean the most to your people in each of your colleagues every so often? building and nurturing a relationship, their personal lives? Then there are the situations when work above and beyond other urgencies. One All the people in your department have commitments get overpowering, when of the things I observe is that those who personal lives that are very important to our internal systems seem to make it lead groups don’t always pay attention to them. Do you explore with them what harder to get anything done, or when a the tremendously important role that they’re keenly passionate about in their technology glitch makes us wish for sim- relationships play in inspiring the suc- lives? Do you ask questions that get them pler times. When these things happen, cess and satisfaction of those in their talking about their interests? And when they don’t have a devastating effect, but groups. they do start talking about personal issues, they do preoccupy us. One of the things do you show anything more than a per- that helps is having someone notice and Patrick J. McKenna (www.patrickmckenna.com) functory interest? say: “You look a little distracted. What’s is a principal in Edge International (www.edge.ai) You might think, “I’m not sure that going on?” and since 1983 has worked exclusively serving people who have a professional working If a leader takes a few minutes to listen, the legal profession in matters of strategy and prac- relationship really need to talk to each something special happens. We have a chance tice management. 54 CCCA Canadian Corporate Counsel Association FALL 2008