Heyo Managers, Leads, Supervisors, and the like! Ever notice how, at this level, there’s a constant push for you to attend training sessions and management-level meetings to stay updated on every new policy, tool, and team issue? But then, when you look around, you notice that the folks even higher up—Directors, VPs, CxOs—are rarely there. Well, that’s where we’re going today because the question I’ve had is this: at what point does a title make us ‘too important’ to keep learning? Why does adding ‘Executive Director’ or ‘SVP’ to a name make someone forget they’re still human? A human with flaws, and, let’s face it, an even bigger chance of messing things up because of that title! (Watch Spiderman much?)
There’s a double standard often present in upper management, where learning and development are prioritized for lower-level managers but not for higher-ups. I believe this not only hinders personal growth but also stifles organizational innovation and effectiveness. I also wonder if there may be more to it than I thought.
“With great power comes great responsibility” – Uncle Ben (popularized)
When I first learned I was becoming someone’s manager, I complained. I even tried to get out of it. Through gritted teeth and zero enthusiasm, I reluctantly accepted my new duty, convinced my then-VP was setting me up. (How gracious of me, right?!) I dreaded the idea of being responsible for anyone besides myself—and, honestly, it was because I was afraid to fail. When I finally admitted this fear to my VP, he did something I’ll always remember. Instead of saying, ‘Alright, Erin, I’ll find someone else’ which I foolishly, halfway, expected, he gave me an assuring smile and said: ‘Erin, that fear is exactly why you’re going to absolutely crush this! If you care enough to worry about failing, you’ve got what it takes to succeed.’ Now, I may be putting extra cream on my tacos with his exact wording, but trust and believe that was his sentiment.
Fight or Flight?
I realized I had two choices: I could quit the job, the team, and VP of my dreams or I could woman up. Settling on the latter, I got to work. I trained myself on how to properly take care of a team from an environmental standpoint, to ensure that their surroundings are healthy, safe, and conducive to well-being. Fortunately, I had strong role models all around me—the leaders in my group were truly stellar at their jobs and genuinely sincere supporters. I met with a colleague in Marketing who volunteered a template for outlining a 30-60-90 day new hire plan. Read articles and learned about techniques like “communications agreement” and how to devise one. Researched the distinct elements of 1:1s and how to make them engaging and effective for both parties. Decorated my new hire’s desk so they’d feel comfortable and welcome from Day 1.
Sharpened my pencil and renewed my library card
As soon as I realized I’d be stepping into a role with greater responsibility, and someone would be counting on me to lead them, I went “back to school”. I didn’t let a new title mark the end of my education; I sharpened my pencil and renewed my library card. I asked questions and dug deep into every resource I could find. It was important that what I was given stewardship over, would be set up for real achievement. For me, that meant that while I was a confident solo act, I now needed to evolve into a maestro of team success. I held onto this commitment and hunkered down even more as I, one year later, received a promotion to Senior Manager.
The Rich Man and Lazarus
This brings me to you, Upper Managers. There is a well-known parable from the Bible (Luke 16:19-31), about a wealthy man who enjoys a life of luxury while ignoring a poor, sore-covered beggar named Lazarus right outside his gate. After they both pass away, the rich man faces torment in the afterlife, while Lazarus finds comfort alongside Abraham, highlighting the consequences of ignoring those in need and underscoring the importance of compassion. This story reminds us that sometimes the issues we’re most called to address are right in front of us, waiting for our attention and our care.
Now, let’s apply that to leadership. As upper managers, it’s easy to get so focused on strategic targets or the “grand scheme” that we forget about the people and challenges at our own gates—like the need to keep growing in our role so we can continue guiding others effectively. Too often, development programs are geared toward or mandatory for lower-level managers, while senior leaders opt out, probably figuring they’ve already got this leadership thing down pat. But in reality, just like the rich man, we have a responsibility to engage with what’s right in front of us: our teams’ growth, organizational health, and our own development.
A call to action
So, here’s the call to action: Your mission, should you choose to accept it is for those of you who are out in orbit to report back to Earth immediately. Stop ignoring the ‘Lazarus’ at your gate. Attend that workshop Talent Development is hosting. Ask a peer for advice, a recommendation, or feedback (It’s ok, no one’s judging). Watch a YouTube tutorial, hire a Life Coach, and educate yourself on something other than the bottom line or fiscal year blah. Care for and coach today’s work folk by acquiring the care and coaching you need first. It’s not embarrassing. It’s kind.
No time? New Policy.
If the hurdle to training is time, not ego, ask yourself: Can I offload a few tasks, even temporarily, to make room for growth? This isn’t about “keeping up appearances” but about equipping yourself to lead effectively. This way you can arrange a cadence where you’re able to stress-freely attend workshops, conferences, etc. (to learn, BTW, not to catch up on email or run out of rooms taking “important” calls). And if there’s no budget flexibility, well, that’s what being the boss is for, right? Roll up those sleeves and change some policies. Learning and development is a privilege we can’t take for granted, particularly at the top. It’s the responsible thing to do companywide and it’s appropriate for corporate policies to reflect this.
No one of us, regardless of title or seniority, is too cool for school or should feel too busy to learn. We all, deserve the chance to continue growing, especially you, Boss Lady/Boss Man. Don’t let a title keep you from sharpening your skills—it’s part of your stewardship and essential to building a thriving workplace. So let’s get our thinking caps on and head to class. The most effective leaders know that every lesson is a stepping stone to greatness!
A note from Erin: If these ideas or perspectives resonate with you, I’d love for you to subscribe or share them with someone you care about. If you’re looking to make a change, or when the time feels right, I’m here to help. Check out my new “WORK WITH ME” page to explore how we can collaborate—or swing by my “CONTACT” page to say hello, ask a question, or start a conversation.
