I was sitting in my office recently at the end of a very hectic day when my mind started flooding with thoughts of past leaders who had a tremendous impact on my career. I thought of many leaders I had the privilege of reporting to; however, there was one experience I could not stop thinking about, and it involves a leader that managed me in a way she wanted to be managed.
Nothing worthwhile is easy to come by, and an illustration is my story of how I met and worked with one of the best successful leaders in my career.
This is how it all started; I applied for a position in one of the major hospitality facilities in my town, Clarion. I waited two weeks without a follow-up call from the hiring manager, so I took matters into my own hands and called the facility switchboard operator and requested my call to be transferred to the department I had my heart set on working in. Once my call was transferred, I enquired if they are hiring? The person that answered my transferred call was quite rude, to say the least.
A lady answered my switchboard transfer call and asked, “You have reached QRS department. May I know who is calling, and how may I assist you?” I then introduced myself and informed her about my job application, and asked when I should expect to get an interview appointment from the department manager? She irritably replied, “I’m the Assistant Director of QRS department, and we are not hiring,” and hung up the phone before I could even say thank you. After the phone call, I was devastated, but I assured myself that when one door closes, another and a better door always open.
About thirty minutes after my conversation with the Assistant Director of QRS department, I heard my phone ringing. When I answered the call, it was the Assistant Director of QRS department calling to ask that I come in for an interview the following Wednesday. Talk about her doing a 180-degree turn. I went in for the interview on Wednesday as scheduled, and I started working with QRS department on Friday of the same week. Albeit I took an issue with the assistant director’s behavior towards me over the phone, I never approached her; I never asked any question; I have just begun working and ignored how rude she was towards me. Effective leaders first understand that leadership starts with them from within. This means there is a willingness to improve themselves and their skills. There’s no denying that great leaders inspire us to do our best at work, and a successful leader is one who realizes that learning is a lifelong process.
For example, take Kate, the QRS department director who interviewed me for my role in her department. Kate did not have to hire me right away; however, she did after spending ten minutes with me. Successful leaders always strive to do and be their very best and lead by example. Kate was professional and courteous to me from the minute I walked in until she walked me out to my car.
“It doesn’t matter where you are coming from. All that matters is where you are going.” –Brian Tracy
Successful leaders must have a guiding ethical core that informs their decisions and how they decide to prioritize and work with their employees. From day one, Kate – my department director, saw the real potential in me; my energy, my wit, and my positive attitude. She hired me even with my resume not being tremendous and my background not matching the job description. After my ninety days probationary period, Kate invited me for a one-on-one meeting. Not sure what to expect, I found myself sitting there at our cafeteria, eagerly waiting for Kate’s arrival. Upon Kate’s arrival, she ordered a wrap sandwich and a diet Coca-Cola; and I ordered a Philly cheesesteak, a bottle of water, and a slice of lime. Once the cafeteria attendant departed from our table, I asked Kate why the invitation for lunch and if the meeting was about my job performance. She looked up straight into my eyes and smiled.
After Kate’s welcoming smile, I asked her why she hired me? And she said, “Gut Instinct”! Humbled by the generosity of Kate to share her observation with me, I waited with bated breath at this point as she took a bit of her BLT whole-wheat wrap sandwich. After chewing, she continued with, “I saw a drive-in you, I don’t see in most job seekers that want to come and work in my department” I then asked why so? She replied, “I overheard how my assistant treated you over the phone the day you called my department about a possible job vacancy, and I was personally embarrassed because her behavior did not align with my department culture nor our organizational core values. I had to address the behavior because I didn’t want it to become a debilitating factor in recruiting potential candidates for the department and the organization as a whole.”
As leaders, an overplayed strength may be a weakness. So Kate, not wanting to overplay her strength, synthesize our meeting by saying, “You see during our first meeting, I also noticed through our conversation that you had a can-do attitude” Our meeting was short but straight to the point. And I said within myself, never ask her a question again before she reads you like a psychic. If you are like countless other people, you might say at this point, “and so what? This is exactly Kate’s job. To make sure she hires and trains the best talent.” I’ve worked with leaders who are overly controlling and suffocating their employees. And I’ve also worked with leaders who have little to no control over what’s going on in their departments, resulting in a bit like a rollercoaster ride without the safety harness.
It would be unfair of me to suggest that everything was hunky-dory during my tenure, and I don’t wish to. Did I face challenges, yes!
There were moments of disagreements, conflicting and different opinions that caused periodic “stomach tightening,” anxiety, and a visceral response to the perceived threat from colleagues and direct reports who had been with the organization longer than I have. No matter how eager you want to learn or complacent in your role, leaders need to ensure that they become porous to a reasonable degree to the internal frictions and irritations in their departments and agree to factors affecting their industry as well.
Author:
Phidelia Johnson is a global Human Resources Practitioner with eighteen years of leadership success. With a focus on streamlining Human Resources administration, she’s well-equipped to find the right solution to a myriad of concerns. Her experience as a commercial business leader gives her a unique ability to advocate for both the employer and the employee.
In her down time, Phidelia is a master of her kitchen, creating wonderful dishes filled with passion and flavor. If she’s not cooking delicious food, she’s stretched out with a good book. She hopes to use her experience to help others, guide company leaders to best practices, and help build better professionals and stronger organizations.