Selflessness: From A Boy to a Man

Tanner plopped down in his chair, slouching back, and didn’t even wait for William to say hello. He began an exasperated rant, almost spitting as he went through his list of frustrations.   

Tanner and William had met a couple of times already. Tanner had recently been promoted to Field Supervisor, a position that put him in charge of a team of twelve.  Tanner’s company held a contract with DREAM4 that allowed their existing and emerging leaders to continuously work on their leadership skills. 

 “Let’s review what you’ve told me,” William said, leaning back and crossing his legs. “You said the guys don’t want to listen to what you tell them to do.” 

“Right!” Tanner popped. 

“You said, you don’t feel like the guys respect you.” 

“Right again!” 

“Finally, you believe that the guys are purposely making you look bad to your bosses.” William said before continuing, “Tanner, what is the role of a leader?” 

Tanner didn’t blink, “He’s the boss! He’s in charge and the guys need to do what he says. When he says jump, they say how high? I’ve done their job for six years.  I know that job.  And I make them aware of that fact all the time! I tell them how it should be done; they just don’t do it.”

Same song, second verse William thought. He’d seen this so often. A newly promoted leader, insecure in their new role, trying to understand their authority by pushing against the boundaries. A person like Tanner would continue down this path, eventually micromanaging or bossing his team, slowly driving the “good ones” away to other companies.  

William smiled.  “Tanner, everything we’ve just reviewed, and your follow up comments have a central theme.  It’s all about YOU.”  

“Who should it be about?”  Tanner asked, confused.

“Your team,” William answered.  “Listen,” he continues, “When we first met, you told me all about your boss, remember?”

“That guy was a piece of work,” Tanner reflected, shaking his head. 

“Why?” William asked. 

“He never listened. I’d have an idea that I KNEW would improve productivity, and he’d just tell me, ‘Do it my way!’” Tanner’s voice trailed off. 

At that moment, William could see the wheels turning for Tanner. Finally, it clicked.

“Crap,” Tanner softly uttered, “I’m turning into him.”  

“Tanner, we’re going to manage the way we were managed just like we’ll parent the way we were parented unless we decide to grow and improve. Not everything your previous supervisor did was wrong. Keep the good, but learn from the bad and choose a better way.” 

“So how do I know what’s good? How do I make it about my team?” Tanner was starting to sit up a little straighter. He began to ask another question, then hesitated, “William,” pausing thoughtfully, “I’m not prepared to lead. I took the promotion for the raise. Honestly, I have no idea what I’m doing, and I’m afraid if I go to my boss and ask for help, I’ll get demoted back to my old job.”

A calm assuring tone sounded in William’s voice, “Tanner, that’s why I’m here. Your company wants you to succeed. And we’re going to work together to achieve the best for you and your team.”

This month we will be talking about the keys to influential leadership. How many “bosses” could have been great leaders if their companies had taken the time to develop them? Having a plan without follow-through and accountability is like having a check and never cashing it. Like the check, the value of the plan is never realized.

DREAM4 works with companies to develop leaders. We have the time you wish you had to focus on leaders and emerging leaders’ development.

Let us work with you to bridge the gap between where your leaders are and where you want them to be. Contact us today to find out more. 

Stay tuned to read our blog next week on servant leadership!