“SO WHAT ABOUT ME?”

As a values-based leader, you are highly focused on the development of your team. You take ownership of the process, knowing that if you have the right people in place, you are able to delegate more. Your team grows in experience and expertise, developing both breadth and depth. You give continuous feedback on what each person does well and where she should improve. You are on the lookout for opportunities for each member of your team to gain experience by working on projects and initiatives with other divisions and functions, thus enabling her to widen her horizons to gain a truly global perspective. When a member of your team is ready for the next opportunity, you actively engage in the slating process to make sure she is considered as a candidate.

At the same time, you should also be engaged as part of the organization's overall talent management and leadership development process. Although your boss should play a part in your development, you need to take charge of it as well: asking for feedback, seeking opportunities to make sure you are developing breadth and a global perspective, and looking to see where you can contribute further to the organization.

The three-column exercise (what you like, what you'd rather not do, and careers and positions that maximize the first and minimize the second) is an excellent way to engage in self-reflection and chart your own course. Don't mistake this technique as something that works only for junior members of your team. It can, and should, be done by everyone as part of his self-reflection at every stage of his career.

Even as a more seasoned professional, you may still end up in a job by default. It may be that your career followed the path of least resistance, or, through reorganizations, downsizing, and other events, you were moved into your current position. Is this really where you want to be? Or perhaps you have reached a pretty senior level, and now you're wondering, “So what's next?” Let's say you have twenty years' experience and are the CFO for a $1 billion company. Do you want to be a functional executive in a large company, or do you want to take your skill set (your breadth and depth) and become the CEO of a smaller firm? Do you want or need to be part of a large firm, but are not focused on becoming the top executive? You will need to be self-reflective to identify and evaluate each of these possibilities for yourself.

The more self-reflective you are, the more you can consider various possibilities. By maintaining balance, you are open to alternatives and perspectives, and understand which options would fit best with other facets of your life. (Remember the life buckets discussed in Chapter Two.) With true self-confidence you recognize that you are a learning person who is always open to developing your strengths rather than focusing only on your weaknesses. With genuine humility, you appreciate your career path thus far, with gratitude for everyone who has contributed to your success and who will continue to champion you going forward.

After all, as I said in the beginning of this chapter, it is all about the people. In a values-based organization that truly recognizes the importance of people, a leader can create an exciting and stimulating environment. People are engaged and highly motivated to do their best and to do the right thing. Teams are energized. Each person knows her strengths and areas of development. She is committed to reaching her full development.

The result is nothing less than a highly energized, open, honest, and transparent organization that is incredibly well positioned to move forward and set a clear direction, which is the next step for the values-based organization.