Lisa Toppin, Ed.D. HR Executive and Consultant.
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Somehow, certain people at work always emerge as "go-tos"—the folks managers leverage for special projects and assignments. It is through these projects and assignments that extra skill is built, which doesn't just result in additional know-how, but also relationships with higher-ups. These relationships are the secret sauce that leads to advancement and support, which is hard to explain to those who lack them.
Sponsorship And Inclusion
This type of relationship has been described as sponsorship. There has been a fair amount of research and discussion around sponsorship. Slowly, organizations are accepting the idea that sponsorship happens and are looking for ways to expand it to include others.
Many inclusion programs have attempted to extend sponsorship in a formal way to women, people of color and other minorities, who have not been included to date. One challenge many organizations are trying to overcome is how to maintain the organic nature of the sponsor relationship while also extending it to those who have been left out. Not easy, but necessary.
I propose that some of the answer sits with what managers do every day. Every day, managers decide who works on what projects, including additional projects for development. Managers have a lot of self-interest in this process. They want to lead a great team, yes, but most importantly, they want to see the work done, and done well. This is why they turn to their "go-tos" for the most important assignments—and this is where the divide is created.
What if managers could create a whole team of "go-tos"? This would serve the manager, the manager's direct reports and, of course, the company.
If a manager could position everyone on the team to be a "go-to," how would they do it?
How To Create A 'Go-To'
"Go-tos" emerge out of work well done. Thus, the process of creating a "go-to" must start with the work. A manager’s ability to understand the work and describe the desired outcomes is key. Each person can only deliver excellence if they know what the measure of excellence is. With clarity on the outcome, a manager can begin to work with an employee to create trust and confidence.
It is important for managers to be explicit about what kinds of actions and behaviors will create this outcome. For example, if timeliness is really important to a manager, they should explain what timeliness means to them and what it means if that is not respected. This gives every team member a stronger chance to build trust and confidence because they know exactly what the leader cares about.
Also, with each assignment, managers should talk explicitly with each team member about how the outcome will add to the success of the team and outline what they believe each person can contribute.
Managers should also share what may be keeping a team member from achieving the best outcomes. A person cannot fix anything they are not aware of, so those distractions that keep a team member from being a "go-to" are important to talk about.
Additionally, managers should listen to each team member's thinking and approach in order to learn their specific talent—what makes them successful. They will have an approach like no other person in the world because no two people have exactly the same talent and experiences. Identifying these differences and strengths allows you to create a new "go-to" for a result you cannot get from anyone else.
When To Create A 'Go-To'
As each member joins the team, managers must identify and amplify their talent—their unique contribution to the team. No one team member can do this on their own; employees need the help of their leaders, particularly in the context of an organization.
Managers should begin this pursuit of uncovering and amplifying talent as soon as they are assigned to lead. Every time a manager talks with an employee about their talent and how they deliver outcomes, they will learn new ways to amplify that talent. If this is done for every employee, the math gets complicated because the expansion of talent is so big!
Creating A Team Of 'Go-Tos'
Imagine having a team of uniquely talented people who can deliver different things with your expectations at the forefront. Well, that is exactly what every manager already has. They just don’t always look for it. Think of all of the talent that is underutilized.
One person can have extraordinary results, but what if a team of people does? The outcome becomes even more exciting. It feels great to be on a winning team, and the outcomes produced when multiplied are bigger than any one person can accomplish on their own. It is easier for the world to see a team of excellence and that attracts more talented players to the team.
The ripple effect of what demonstrated excellence means to an organization is powerful. Imagine having the challenge of selecting the very best team to recognize for an award. If all the teams are great, what happens to the bottom line? A team of "go-tos" can inspire an organization to create more teams of "go-tos" and the outcome will be documented so other organizations can learn.
Conclusion
Right now "go-tos" tend to emerge organically, but managers can take the intention and marry it with action to create a team of "go-tos." By focusing on identifying and amplifying each employee's talent, managers can help employees offer their very best contributions and in so doing become their very best—a "win-win" proposition. Isn’t this ultimately what managers are charged to do? And when they do it, exponential excellence is within reach.
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