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TV Expert Interviews / Leadership / Sep 21, 2020 / Posted by Julie Winkle Giulioni / 407 

How to Build Leaders Who can Build Other Leaders (video)

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The leaders serve as a model for those who are following them. In this Expert Insight Interview, Julie Winkle Giulioni discusses how to build leaders who can build other leaders. Julie Winkle Giulioni is a founder of DesignArounds consulting company, leadership speaker, and a co-writer of a Help Them Grow or Watch Them Go Amazon bestseller.

This Expert Insight Interview discusses:

  • Modeling behavior
  • Showing effort on both sides
  • How to embrace curiosity and Sensitivity

Model the Behavior

Leaders who focus on their own personal and professional growth will be able to help their employees to grow as well. Instead of saying what other people should do, the leaders should show the growth personally to model for the others. Besides modeling, leaders should invest themselves in the development of their employees as well. Employee development does not have a “one size fits it all” solution, so leaders should approach different people differently. Two essential principles for building development are cultivating communication and engineering experience. It is important to create relationships with employees in which you learn their progress through a conversation on a regular basis and not once a year. Through those conversations, you learn what kind of experiences you can help employees to co-create to support further growth.

Two Way Street

Many times, it happens that employees still did not reach that growth level that was expected from them by leaders. In that case, leaders should first examine whether that employee feels that he or she is in the right position and whether the desired skills are learned. If the answer is yes, then the leader should put more effort to bring the employee to a higher level. It is very important to create a supportive and pleasant environment in which an employee feels comfortable enough to show vulnerability and to ask for help. However, employee development is not a one-way street in which leaders constantly push their employees further. Employees as well need to take initiative and to be invested in advancing their careers because it is easier to help someone who shows enthusiasm for it.

Curiosity and Sensitivity

To make continuous improvement a part of company culture, leaders should embrace more curiosity and sensitivity among employees. Nowadays because of the easy access to all the information people became very lazy and less wondering. Leaders who approach their employees in a non-judgmental, open, and curious way encourage that same behavior among the employees. And lastly, leaders who are able to pick up on little cues that something is wrong and to approach employees to investigate and help to find a solution, are the ones who engineer employee development.

Our Host

John is the Amazon bestselling author of Winning the Battle for Sales: Lessons on Closing Every Deal from the World’s Greatest Military Victories and Social Upheaval: How to Win at Social Selling. A globally acknowledged Sales & Marketing thought leader, speaker, and strategist. He is CSMO at Pipeliner CRM. In his spare time, John is an avid Martial Artist.

About Author

Julie Winkle Giulioni helps organizations enhance learning, engagement, retention, and the bottom line. Her consulting firm, DesignArounds, specializes in enterprise-wide learning experiences and custom training. Named one of Inc. Magazine’s top 100 speakers, Julie has traveled from Russia to China to Lithuania and beyond helping, leaders around the world help others grow. 

Author's Publications on Amazon

Beverly Kaye and Julie Winkle Giulioni identify three broad types of conversations that will increase employees' awareness of their strengths, weaknesses, and interests; point out where their organization and their industry are headed; and help them pull all of that together to design their personalized…
Buy on Amazon
Comments (1)

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Thierry Kabuya commented...

Brilliant marketing formula.

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