Previously, in these columns, we have covered how small and medium enterprises (SMEs) can utilise different tools for leadership development. Shadowing leaders is a very effective tool for developing good next-level leaders.
In the earlier articles, we looked at this technique from two perspectives – one from the person shadowing and the other from the person who is getting shadowed. This is an exercise involving mostly two people. However, for the entire company to make effective use of it, the programme has to be well structured. Here we look at what that entails.
Remember the times we were in the physics laboratory in school and conducted experiments? We always needed an objective. The shadowing programme needs an objective before it is implemented or rolled out. Encouraging both participants to set specific goals that they want to achieve through this exercise and holding them accountable for their progress is an important element in making this programme effective.
There are several benefits for the people involved in the process. Here are some of them:
For the person who is doing the shadowing, the benefits can range from….
Specific skills: For example, time management. The leader may share his/her calendar and explain his/her prioritisation criteria. How he/she decides which tasks or meetings take priority, which ones can be postponed to another time or day, and what criteria will be used to determine that.
Knowledge sharing: There will very likely be a lot of knowledge sharing, especially in cross-functional areas and areas that, for the shadowed person, are likely to be of a more strategic nature.
Appreciating the nature of the role: It can help them appreciate the complexities of the job that the person occupying the role has to face and foreshadow what the person shadowing may have to face, should they be able to occupy that position.
For the person being shadowed, some of the takeaways could be:
Fresh perspectives at an operational level
Feeling the pulse of the organisation firsthand
Motivating and engaging the next level
There can be many variations in a structured programme for shadowing, and it can be one part of an overall mentoring system as well.
Mapping the pair: Assign each participant a mentor from the leadership team whom they shadow regularly. This allows for personalised guidance and a strong foundation for learning.
Rotational shadowing: Allow employees to rotate through various leadership roles within the organisation, giving them exposure to different leadership styles and responsibilities.
Group conversations: For very senior leaders, selected high-potential staff members are given the unique opportunity of an “Ask Me Anything” session. The interaction can be an event where high-potential people are gathered from different functions and locations and get to spend half a day with the big boss. This can also be a step towards making the next-generation leadership team more cohesive and collaborative.
Assignment-based learning: Assign participants to work on specific projects alongside leaders, giving them hands-on experience and the opportunity to apply the learning.
Reverse shadowing: Leaders will be able to understand ground realities by not just keeping their ears to the ground but also being on the battlefield. By moving with and donning the role of a junior person or a frontline sales or operations staff, they get a first-hand experience that is far more impactful than any cognitive or intellectual understanding of how things work and what actually makes the business tick on the ground level.
There have been several series — for example, Boss’s Day Out by the BBC — in which the CEO went incognito to do first-level jobs. Admittedly, in today’s connected world, that is a tad difficult.
SME leaders can do several things for this programme to succeed. Evaluating the returns from this initiative is important. By its nature, it is a cost-effective one, but having the data to back the intuitive analysis is necessary to fine-tune it further. It will also help to get the participants to document their experiences in creating a repository for reference.
It is often said that culture building requires more than just mobilising and getting a good document. No doubt this, along with posters, viral stories about founders, and processes to monitor, will all help a great deal. However, relationships are the key to a great culture. The idea of shadowing, in its various forms, is to enable several authentic and humble conversations.
Irrespective of the level of hierarchy, the act of shadowing puts them together for a reasonable period of time. In such cases, not only does this help initiate and sustain an authentic conversation, but it also creates a strong bond between both parties involved.
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