The false perception existing leaders have about developing talent
The lack of talent in the UAE series. Part #4.
To see part #1,2, or 3, please click on the number.
Do not develop them so, they do not leave you
It seems only like it was yesterday. I clearly remember that, upon arriving to the UAE in 2006, I noticed the need to develop my new team, coach and teach them international standards of operating restaurants.
To do so, I started holding training seminars to Assistant Managers to teach them international standards for service and safety. Upon completing few seminars, one of those (Excited to have developed his talent and learned) Assistants received an opportunity to work for another company in which he accepted.
His immediate Restaurant General Manager (Let’s call him Sam) came to me in a state of panic, asking that I stop the training seminars. When asked why? His reply gave me an idea, of how the leaders of the industry view talent development in this region. His reply was because now they know more, and are leaving us to get jobs elsewhere. First, I thought that he was kidding me, only to find out that, he is a strong believer that if we do not develop the team, they have no chance of advancing their career with other companies. My reply to him is typical of what we all reply to such outrageous comment ; then keep them in the dark not knowing what to do, and keep them working for you.
I told the story because I continue to see signs of this type of behavior 11 years later. It is appalling how many CEOs, CFOs, GMs, Operations Directors, HR managers…etc. in our industry think exactly the way Sam thought in 2006.
Do not develop them and be guaranteed job security
What I see is a total monopoly on information at all levels. If you ask, why don’t you develop and share your knowledge with your team? You will never get the honest answer. You will always hear (He/she is not qualified. I don’t think he/she will make it more than one year. He/she lacks loyalty. He/she has a bad attitude…ETC.)
The truth of the matter is that the talented leaders in this region feels that teaching others and developing them to a level where they can assume the responsibilities, and get paid the big money, is a threat to their continued employment. They literally feel threatened by those whom can show any signs of intelligence or seek to learn and grow.
When that happens, then we see how secretive those talented professionals become. They close the doors, lock computers, attend meetings alone, leave the room when negotiating with someone on the phone, never hold training sessions, never ask about others aspirations…etc. They become hermits in their own shells, and become totally un-approachable.
Succession planning does not mean you will be fired soon
Another thing, which is nonexistent, which causes us great concern when talking about talent in the region, is (Succession Planning). As far as the existing talent in this region, those words translate into (I am doomed to be replaced. I can no longer feel any sense of job security. I cannot hold the company hostage since I am the only one with the detailed knowledge, which protects me from being fired). That is what the top talent understands from the term Succession Planning.
In all the jobs held in this region, I took one month and scouted a candidate to train to be my successor. Not because I was arrogant in thinking that if I train him/her, the company will not fire me. No, it is because I had enough confidence to know that I owe it to the company to train someone in case I decide to leave. The behavior was motivated by my care for the company, and not my arrogance of thinking that I am irreplaceable. In addition, I really enjoy teaching.
Talent grows and produces talent
How many talented leaders can you find today that even think about succession planning? How many really care about developing others? If I am to exaggerate my answer, I would challenge anyone that the number would be less than 10% of them. That 10% are the true leaders. They are the true talent. Not the 90% that are only concerned about protecting their seats, or saving the company money by keeping great performers and potential leaders down.
Let’s go back to the main topic of the series; The Lack of Talent in The F&B Industry in The GCC. How does what i wrote above magnify the lack of talent? Talent does not just happen. Talented people pass on talent. One can obtain true talent by having a basic understanding of the business, and then being nurtured by a caring talented professional that takes him/her under their wings and teach them, coach them, correct them, delegate to them, allow them to make mistakes and learn from them, and mostly be a role model for them.
Before complaining about the lack of talent, let us examine what we are doing at our level to grow it? Let’s not always resort to importing talent from other countries, or companies. Let’s grow and nurture it locally. Doing so, will not only grow the talent pool, but it will also build loyalty, appreciation, great delivery of tangible results, and total respect for the leaders who are not only concerned about protection their seats.
In addition, it is only fair that when you are trusted to run a company, or a department, then decide to leave , you do not leave the company or depaartment in total chaos. I know some who are proud when they leave a company and the company collapses. I feel that true leaders view success as the continued success of the company after they leave. They view the true success as having done all they can to ensure continuity without any disturbance of the business.
Growing and nurturing talent is by far a more satisfying feeling to a true leader than all the money in the world.
My challenge to all the true leaders in our great industry
Not bragging. However, I am so proud of all the industry leaders whom I was instrumental in their development and coaching over the years in the US, and more so in the UAE. I would never trade the feeling of having one of my graduates call and ask me how am doing? A graduate calling to ask, how to solve a problem? or even when we meet, thank me for helping him/her obtain the knowledge to be a leader and not only lead a company, but lead a better life. Those notches in my belt reflecting all whom I have helped grow, develop, learn, and get promoted, are worth more to me than all the money I earned in the last 40+ years in the business.
If you want to have the same great feeling I challenge you to start being instrumental in the development of your team, help them become part of the needed talent pool to keep our industry striving. Help them improve their knowledge, get promoted, make more money, and apply all that to improve their lives. In turn, they will do the same and we will never lack great talent in our region. Are you up for the challenge?
