The research is clear on what engages professionals: learning, developing and growing. These are absolutely critical to knowledge workers (FYI: that’s you and your colleagues). That means MANDATORY, not optional. That’s what separates 21st century professionals from 20th century laborers. Yet, when you have a lot of work to do and deadlines to meet, it’s so tempting for you to fall into the trap of acting like a factory foreman.

“We don’t have time to learn; just do. Don’t ask questions to understand; only questions to get the work out the door.”

Instead, choose to be a knowledge coach. This doesn’t negate the importance of getting the work out. It’s just not sufficient or satisfying by itself. Your people need to learn what they’re doing and understand why they do it. I’ve seen a second year associates pull those their junior aside to coach them. If second year staff can do it, do you really have an excuse? Your responsibility is to coach up those you work with to accelerate their ability to perform.

Here are some examples of the difference:

Foreman: “Just use last year’s file.”

Coach: “Look for what is different from last year’s file. Do you see any trends? Concerns? Issues?”

 

Foreman: Counting the staff hours on the job to see if the budget was met.

Coach: Evaluate the quality of those hours. Coach to efficiency AND effectiveness.

 

Foreman: “Just do what you’re good at and have already mastered.”

Coach: I want you to take on a new role/responsibility. I know it’ll take some time, but you’ll get it.

 

Make a commitment that, when the hamster wheel slows, even momentarily, to rethink, reorganize and recalibrate so that you function more as a coach and less as a foreman.

Everyone is counting on you. Go for it!