What’s Next?

A big part of what I do

is sit with people

and help them discover

what’s next.

And, as a result,

I’m often present

when they realize

it’s time

to step into

what’s next.

So, it’s not uncommon

for me to ask,

“Who will be affected

when you transition to

what’s next?”

And all too often,

that results in

them telling me how

angry,

hurt,

bothered,

or disappointed

their boss will be

when she finds out

what’s next.

Regardless of

gender,

age,

race,

geographic location,

experience level,

personality type,

or industry,

most people

expect their

boss/manager/supervisor

to respond negatively

when they tell them

what’s next…

…because their boss has

either inadvertently or expressly

made it unquestionably clear

that what he’s most concerned about

is what’s next for him,

and he’s scared

that if his team members

move on to what’s next for them

he’ll never get to experience

what’s next for him.

Consequently,

many wait

until the last possible moment

to inform their boss

what’s next,

fearing

that if they announce

what’s next

too soon,

their boss will decide

what’s next

begins immediately.

A N D   T H I S   F E A R   I S N ’ T   G O O D   F O R   A N Y O N E .

It’s not good for the employee.

It’s not good for the boss.

It’s not good for the company.

I N   F A C T   I T ’ S   B A D   F O R   S O   M A N Y   T H I N G S .

It’s bad for morale.

It’s bad for productivity.

It’s bad for the bottom line.

It’s bad for relationships.

It’s bad for leaders who want to develop their teams.

It’s bad for women and men who want to be developed.

If you’ve been a leader for any length of time or if you’ve ever worked for an insecure, me-first boss, you know exactly what I’m talking about and have seen its negative effects on morale, growth, and the bottom line more times than you can count.

W E L L ,   W H A T   I F   I   T O L D   Y O U

T H E   P A T H   T O   O V E R C O M I N G   Y O U R   T E A M ’ S   F E A R

I S   A S   S I M P L E   A S   C R E A T I N G   A   C U L T U R E

W H E R E   N O O N E   H A S   T O   A N N O U N C E

W H A T ’ S   N E X T

B E C A U S E   E V E R Y O N E   H A S   L E A R N E D   T O   A S K

W H A T’ S   N E X T?

What if – instead of waiting for our employees to come and tell us when they’ve decided what’s next – we, as leaders who want to develop the people around us, began asking, “what’s next” on the very first day they join our team and then continued asking, “what’s next” again and again in every subsequent one-to-one after that?

At least 3 really positive things would happen.

O U R   T E A M S   W O U L D   K N O W   A N D   B E L I E V E   T H A T   O U R   P R I M A R Y   G O A L   I S   T O   E M P O W E R   T H E M ,   D E V E L O P   T H E M ,   A N D   H E L P   T H E M   R E A C H   T H E I R   P O T E N T I A L .

By consistently asking, “What’s next,” we show our teams that we don’t see their current role as the final destination for them.  It shows them we believe they can achieve greater heights.  It may even help them believe they can be more and better. 

And, more importantly, it shows that we want to be active thinking partners and growth agents…that we want to assist them on their journey…and that we will be their greatest advocates and cheerleaders when doors open and opportunities come their way.

When we ask, “What’s next,” their perception changes.  They no longer think we want them excelling at their work so we will look better, achieve more, and get promoted.  They now realize we want them to excel at their work so they can shine brighter, go further, and achieve more in their life and career. 

And, when people start believing that our goal is their advancement…when they get used to us asking, “What’s next,” a second really positive thing begins to happen.

O U R   T E A M S   S T A R T   A S K I N G ,   H E L P I N G   U S   I D E N T I F Y ,   A N D   P A R T I C I P A T I N G   I N   T H E   D E V E L O P M E N T   O F   W H O ’ S   N E X T .

By consistently asking, “What’s next,” we create a culture where people expect to be developed and promoted or developed and sent off to something new, and as a result, our teams begin to imagine the vacancies and opportunities this creates for others.

Obviously, this opens the door for us to start asking our teams, “Who’s next” or “Who are YOU preparing to replace YOU,” which is another way of reinforcing the “what’s next” mentality that EVERYONE who joins this team will be poured into, cultivated, and encouraged to advance. 

And that leads to two amazing outcomes…

First…

People who are experiencing growth and opportunity

almost always want others to experience the same. 

So, it stands to reason that

team members who are being mentored

will find themselves wanting to mentor others.

People who are being asked, “What’s next”

will start asking others, “What’s next?” 

And now, you – as the team leader –

have less developing to do,

because your team is developing your team

by leading one another to what’s next.

The second outcome that surfaces

in a what’s next/who’s next culture

is equally transformative.

When everyone understands

that EVERYONE gets developed,

an awareness is created that even

the boss…the big cheese…the head honcho

will one day advance, be promoted, or move on.

And that will create space and occasion

for the best people developers from your current team

to become the future leader of that team.

Which will inevitably create within them

a desire to put the highest quality people

with the greatest expertise around them.

Which means they’re now

personally invested

in the growth and advancement

of the people around them.

And, once again, you’ll find

that your team is developing your team

by asking one another,

“What’s next” and “Who’s next?”

And as people are developing other people and team members are getting promoted and everyone sees you cheering loudest for the team member who’s figured out and is stepping into what’s next, the 3rd really positive thing slowly starts to happen.

Y O U R   T E A M   W I L L   S T A R T   C O M I N G   T O   Y O U   F O R   A D V I C E   A B O U T   W H A T ’ S   N E X T .

When the individuals on your team know you’re on their side…when they know you’re cheering for them to advance and become all they’re wired and designed to be, your office becomes a safe place for conversations about what’s next.

And when your office is a safe space – no dream off limits…no perception that your agenda might conflict with their agenda – the door opens for you to develop the ascending leaders around you just like you’ve always dreamed,

AND…

You’ll never be caught off guard again by a top performer getting recruited by a competitor or a key player leaving your industry altogether because they’ve found their passions lie elsewhere. 

Those things will still happen – other organizations and other departments will recruit your best people and amazing humans will still figure out that something different has captured their imagination – those things will never stop happening. 

BUT…

They won’t catch you off guard anymore, because in a what’s next/who’s next culture those incredible people will have felt the freedom to be transparent with you about what’s stirring in their hearts and minds.  They will have let you in on the conversation early, giving you time to pivot and adjust…and cheer like mad when they step into their preferred future.

AND…

Because they have learned to ask, “What’s next” and “Who’s next,” they will have already developed their replacement and created a smooth path to transition where your team, department, and company experience only minor hiccups, setbacks, and adjustments

A N D   T H I S   I S   G O O D   F O R   E V E R Y O N E .

Try it.

Why not ask, “What’s next?”

N O T H I N G   B U T   G O O D   C A N   C O M E   F R O M   I T .