Recently, I conducted an interview for a store manager position that left me pondering the nuances of leadership and the untapped potential in people. The candidate, a seasoned florist assistant of over 10 years, presented a unique blend of experience and wisdom, yet her focus during our discussion revealed an intriguing aspect of decision-making and self-perception.
The Encounter with Potential
The interviewee, 46, brought with her a lifetime of experiences – not just as a florist but as a life learner and a wife. Her background was rich, yet primarily tied to her role in the operational aspects of floristry. When presented with the opportunity for a permanent position as a store manager – a significant step up from her contract-based roles – her response was unexpectedly narrow, centered mainly on her apprehension about procuring flowers due to her driving skills and age-related concerns. Her questions and concerns remained firmly rooted in these operational details, without a leap into the broader scope of managerial responsibilities.
The Challenge of Reframing
This interaction highlighted a common hurdle: the difficulty in shifting one's perspective from a fixed, role-based mindset to a more expansive, strategic one. I realized that the challenge wasn't her skills or experience, but her self-imposed limits on what she believed she could achieve. To address this, I drew upon a concept I once explored in my blog: the power of reframing thoughts.
Learning from the Elevator Hole
I shared with her the story of the elevator hole problem from a previous blog entry – where users waiting at the elevator raised numerous complaints. The solution didn't lie in directly addressing the complaints but in reframing the approach to understand and solve the underlying issues more creatively.
Encouraging a Shift in Perspective
During our conversation, I encouraged her to think beyond the immediate problems, to see herself not just as someone who executes tasks but as someone who could lead, strategize, and innovate. It was about urging her to see her own potential, to visualize how her vast experience could translate into effective store management, and to understand that her age and experience were assets, not limitations.
Conclusion: Recognizing Hidden Gems
This interview was a reminder that sometimes, the best candidates are not those with the most direct experience, but those who show the potential for growth and adaptability. It also underscored the importance of leadership in recognizing and nurturing this potential. As business leaders, mentors, or colleagues, we must be adept at not only identifying but also encouraging this kind of transformational thinking – turning operational minds into strategic leaders.
No comments:
Post a Comment