| Donning the "Mantle" of a Professional |
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VANCOUVER BUSINESS JOURNAL July, 2000 Essential Management Concepts JONNIE MARTIN Some years ago I began to identify an interesting business dynamic involving the changing image of business owners, executives and managers as they advanced within their organizations, accepted more responsibilities, and grew as professionals. It seemed to me that leaders were much more effective, more self-assured once they had recognized and accepted their new positions and symbolically donned the “mantle” of their new professional standing. This notion of a “mantle” was almost palpable to me. In my mind’s eye I could see the coronation of a new king and queen, as they accepted their scepter and crown, and wrapped themselves in the ermine robes, the “mantle” of their new position. The responsibilities and attendant authority were immediate. Yesterday these people were commoners; today they became royalty. The mantle both bestowed power and announced its presence. I felt that somehow this concept could be useful to organizational leaders stepping into more powerful roles. This concept of a “mantle” of a professional first struck me a few years ago when I was coaching young executives who were just beginning their climb up the corporate ladder. I found that they became much more effective when they were able to immerse themselves in the new culture and cloak themselves with the new attitudes required for success. In order to become true professionals, they needed to develop a variety of skills, including strategic thinking, people management, and systems methodology. But that wasn’t all. There was something else—something less tangible. These young professionals needed to develop an appropriate self-image. In most instances, these young execs had worked their way up through the ranks before attaining some level of management responsibility. They had an image of themselves as a worker — not as a leader — and that image too often remained firmly in place, long after they have been promoted. The title may have said “manager” or “assistant vice president” or something similar — but the image they carried inside their head was that of trainee, novice, beginner. In addition, the image carried by others was similarly out of date. Peers, superiors, and even subordinates often saw the outdated image of trainee — and didn’t recognize or respond to this new level of responsibility in an appropriate way. Despite the greater areas of responsibility demanded of the young exec, the mantle of respect was not automatically bestowed with the new title and pay scale. This reluctance on the part of the new exec and the others in the organization may be appropriate, particularly where training is needed, but I am convinced that it retards the executive’s ability to perform as expected. The behavior of the general organization is a subject for another story, but my advice to young executives has always been the same. Quickly don the mantle of your new professional standing and learn to wear it well. Identify the attributes of a professional in your position. Strengthen or develop those skills in yourself. Look about you and find other professionals to emulate. Find a mentor or coach. Ask your employer about their expectations, then set to work becoming that professional that they hired or promoted. Over the years, it was interesting to me to discover this same dynamic at work in other business situations. When a former employee buys into ownership in a firm, it is difficult for them to adjust to the image of themselves as “the boss.” When an entrepreneur has spent years toiling in the back office, working beside his crew, it is difficult to accept their new role as the community spokesperson for the firm. The old dungarees seem more appropriate than the three-piece suit and silk tie. One business owner shared with me her particular resistance to thinking of herself as “the boss.” She and her husband were equal owners of their growing firm. He handled the manufacturing and operations side of the business, which seemed to throb with excitement and sophistication. By contrast, she handled the “soft” side of the business, dealing with the people issues, and considered herself a “peer” to her employees. Her reluctance to accept her crown and robe hampered her ability to see herself as the owner and professional who was charged with developing effective human capital, an equally sophisticated task. As people move into new positions, as their own positions grow and mature, I find it useful to ask them to create a new job description for themselves. Simply take a piece of paper and draw a line down the middle of it. On the left-hand side, write down “those things I now do as part of my new job.” Include tasks to be performed, attitudes to be adopted, attributes and skills to be developed. On the right-hand side of the page, write down “those things I no longer do.” List those tasks and attitudes and skills you have left behind as you move into the new role, don the new mantle. In order to be effective, it is necessary for business people to accept their new roles, without discomfort or apology. Even in a flat, teaming organizational structure, one that does not encourage an image of royalty, there is a need for leadership. Even in an egalitarian culture, there are special responsibilities that fall upon owners, and special behaviors as well. When an organization asks us to serve in some greater capacity, we have a duty to grow into that greater self. |