Here's how SME leaders can drive learning through shadowing

Shadowing is a fairly inexpensive method for leadership development and SMEs should embrace this idea.

Leadership development is a complex and often costly process. Shadowing is a fairly inexpensive method for leadership development, and SMEs should embrace this idea. The people who shadow feel recognised and gain a lot from this exercise. The benefit for the leader from the feedback of those shadowing him or her is long-lasting. However, a leader has to be authentic for it to yield the desired result.

Here are some factors that can contribute to making this effective:

Vulnerability

This refers to the willingness and ability of a leader to openly acknowledge his or her limitations, admit mistakes and be transparent about thoughts, feelings, and uncertainties.

Vulnerable leaders are unafraid to show their authentic selves, including their doubts, fears, and insecurities, which fosters trust, empathy, and a sense of connection with the team or followers.

This quality allows a leader to create an environment where team members also feel safe to express themselves, take risks, and share their own concerns or challenges.

Remember, it is not a sign of weakness, but rather, a strength that demonstrates humility, self-awareness, and a genuine concern for the wellbeing and growth of those under their leadership. Vulnerable leaders are more likely to build strong, authentic relationships with their team members, which can lead to increased loyalty.

Vulnerability is the emotional equivalent of leaving your phone unlocked in a room full of mischievous toddlers. Vulnerability is like attempting to dance Zumba when you have two left feet. It is baring your soul and hoping it does not get mistaken for a buffet. It is the daring act of handing someone the keys to your heart and hoping they do not accidentally lock themselves out. It is life's way of saying, "Surprise, here's a plot twist!"

Openness to learning

Be receptive to new ideas, perspectives and feedback. Recognise that you can learn from others, regardless of their position or experience.

Make yourself accessible and approachable to those shadowing you. Encourage them to ask questions and seek clarification. This will be a learning moment. Be curious. This will help in promoting a culture of learning. Create an environment where curiosity, exploration and learning are valued and encouraged.

Empathy 

Understand the challenges and uncertainties that those shadowing you might face. Put yourself in their shoes and offer support and guidance accordingly. Remember that learning takes time. Be patient with them and allow them to make mistakes and learn from that. Be flexible and willing to adjust your approach based on the needs and learning styles of those shadowing you. This shows that you value their development.

Transparency

Be transparent about your thought process, decision-making, and the reasoning behind your actions. This helps demystify leadership and allows others to learn from your example.

Transparency in leadership is like having a glass-walled office. You can peek in and witness the magic happening – or catch them dancing to their favourite tunes when they think nobody's watching.

Appreciative learning

Offer specific, actionable feedback that helps those shadowing you to improve their skills and understanding. Focus on strengths and areas for growth. Recognise and celebrate achievements, both big and small. This brings a positive and motivating work culture.

There are many leaders who have demonstrated a willingness to share their knowledge and experiences with others, and their mentorship has been invaluable to many aspiring professionals and entrepreneurs. Keep in mind that while these leaders have been known to allow shadowing opportunities, it is important to respect their time and availability, as they are often busy individuals.

Here are some examples of leaders and the steps they took to help those whom they were mentoring.

Warren Buffett (Berkshire Hathaway): One of the most successful investors of all time, Buffett is known for his willingness to share his insights and knowledge with others. He has often allowed students and aspiring investors to shadow him and attend Berkshire Hathaway's annual meetings.

NFL star Ndamukong Suh, who in 2015 was the highest paid defensive star, shadowed Warren Buffett for several weeks in 2010. He said that each of his days were like an entire course in management.

Mary Barra (General Motors): As the CEO of General Motors, Barra has been praised for her tenacity and inclusivity, willingness to engage with employees at all levels and making everyone feel valued. She has been known to mentor young professionals and allow them to shadow her. She definitely leads by own example.

Satya Nadella (Microsoft): As the CEO of Microsoft, Nadella has been praised for his empathetic leadership style and is known as an authentic leader. He has been transparent about his views and provided many opportunities for students and executives to observe him up close and personal.

Deloitte has a shadowing programme for select individuals. The idea is that the participants will have an opportunity to have impactful conversations, get exposure to senior leadership and the challenges faced at that level.

For the leaders, it is an opportunity to interact closely with a spectrum of people they don’t come in contact with very often and engage in a purposeful manner.

Remember that being a leader who can benefit from being shadowed requires ongoing effort and self-awareness. SME owners and senior leaders must keep in mind the above points while driving learning through shadowing.