Page 241 - The extraordinary leader

218 • The Extraordinary Leader

3. Develop new skills. Enroll in developmental experiences
There are numerous developmental experiences available to most leaders.
These may be available from within their organizations, paid for and spon-
sored by the organizations, or they may be available from a local university
or college. Others may be available from various suppliers of learning and
development materials. The key is for leaders to move outside their com-
fort zone to do something that will provide some real development. Lead-
ers must be willing to invest in themselves, and many activities require time
off the job.
One of the authors has an acquaintance who is a legendary example of
self-development. Once a year, a group gets together to meet, and the first
question people ask is, “Okay, Dick, what have you done this year?” Every
year Dick embarks on some new adventure into personal learning. These
range from sessions with “healing shamans” to seminars on corporate reengi-
neering. Each adds a new dimension to Dick’s character and understanding.
Though everyone would not choose the precise development experiences he
chooses, the point is his disciplined approach to taking time every year for his
own personal growth.
Attend any development program your organization provides, or those
offered by local universities and private organizations. Constantly develop
yourself, whether in the ability to deliver compelling presentations before a
large group or the ability to write a concise memo on an important business
topic. We reiterate that every new skill learned and used lifts that specific skill
and numerous others along with it.
4. Find a coach
Many organizations are hiring professional coaches to work with their key
executives. They find that having someone who is capable of providing objec-
tive, constructive feedback to be well worth the investment. The higher people
move in the organization, the less apt they are to hear the truth about them-
selves from other people, so the value of coaches may increase as people move
to higher levels in the organization.
It is instructive to note that world-class athletes pay for coaches to work with
them. The great tennis players and golfers usually employ personal coaches.
Athletes playing on the best professional teams receive constant coaching from
people hired specifically to do that. In professional football, there are specific
coaches for the defense, the offense, and the special teams. There may even
be a specific quarterback coach.