Anne Chow’s
new book, Lead Bigger, is about “where it all comes together.” By
that, she means:
- Being driven by
a compelling purpose and values, which are not platitudes, but rather lived. - The goals are
better decisions, improved performance, and ultimately a greater impact. - Impact means you
have the power to make real and enduring change for the better. - Widening your
perspective to have a greater performance and impact. - Advancing work
that matters. - Developing a
vital, innovative workforce that is both trusted and agile. - Championing
flexibility by embracing trust and empowerment for individuals, teams, and
leaders alike.
Drawing from
over three decades of experience, former CEO of AT&T Business Chow shares that
leading bigger also means:
Embracing
the whole of your team beyond the workplace: Seeing the value and potential
of each individual—in the context of not only their work, but also their life.
Engaging in
self-reflection: Demonstrating self-awareness and humility, recognizing the
impact of your dispositions and behaviors on the wellbeing of the team.
Having
multiple touchpoints with your employees: Using both scheduled and ad hock
check-ins to address especially feelings of isolation.
Furthermore,
Chow explains that to lead bigger means to NOT:
- Micromanage.
- Be penny-wise
and pound-foolish. - Deflect.
- Be power-hungry,
selfish and credit-stealing.
“This is a
critical time for leaders to lean into their humanity, both to inspire their
teams and to help the individuals around them safely steer their careers in
meaningful and fulfilling ways,” says Chow.
She adds, “remember
that building organizations and cultures from a place of caring can be some of
the most fulfilling work you do in your lifetime. Helping those around us to discover
their unique value and purpose and watching them succeed is priceless.”
Anne Chow
Finally, one of
my favorite sections in the book is where Chow writes about the importance
of onboarding, which unfortunately many companies and organizations
overlook.
Chow says to “treat
onboarding as a way to shape an employee’s trajectory, rather than as an afterthought
to the hiring process.”
Best practices,
according to Chow, for onboarding include:
- Consider new
members in an onboarding phase anywhere from six months to a year, depending on
their background and role (too many companies skip through onboarding in a
month or less). - Put into
context where that person is in the organization, what their role is, and how
they fit into the company’s strategy and purpose. - Establish
camaraderie and connection through assigned buddies, other colleagues who have
been recently hired, and/or mentors. - Continuously
ask for feedback during the onboarding process. - Don’t forget to
onboard your nontraditional workforce – gig workers and contractors. - Re-onboard
internal hires, too (too often companies promote employees and then just leave
them there to figure it out. Support them in the same way as you would a new
employee).
Thank you to
the book’s publisher for sending me an advance copy of the book.
