As chair of IDA’s Education Committee, I’ve had the honor of being a part of three Emerging Leadership Fellowships (ELF22, ELF 23, ELF 24), spending time over the last three years with 90 amazing people committed to the place management industry has given me such hope and inspiration. Their questions were insightful and pointed and raised to the forefront the numerous challenges facing our industry and those that face each of us personally as leaders.
In thinking through the things that have most helped me not just face, but embrace the challenges of leadership, my support system stands out the most. Building and nurturing that support system has been a critical factor in my personal growth and the success of the organizations I lead. Here is the advice I would give to emerging leaders in our field on creating and nurturing three key support groups.
The first group, our team of employees, is the engine that drives our vision forward. These folks aren’t just staff members; they’re passionate collaborators who bring their unique skills and perspectives to the table, and when we allow them to bring their best ideas and energy to the work, the result is often better than what we ever envisioned.
An example of this from my own experience is my organization’s State of Downtown event. It was my vision to host an event that was fun and quirky, highlighted unusual downtown venues and incorporated casual networking. My team came up with ideas to bring a different “taste of downtown” through food and giveaways. They scoured our downtown for new locations to highlight. We’ve hosted the event in a gym, a building in the midst of a renovation and a cidery. And the team has come up with creative, interactive elements that really engage all the attendees. In short, I shared my vision, and my team made it better than I even imagined. Emerging leaders who lean on and value their teams are well on their way to becoming exceptional in their field.
The second element of my support system is my network of professional contacts and knowledgeable friends that serve as an informal “kitchen cabinet.” They offer valuable insights, advice, and sometimes a much-needed different perspective.
One trusted advisor is a long-time downtown resident who invites me to hang out on her rooftop from time to time. She knows the history of the community and keeps tabs on every important initiative. Our relationship is a two-way street. I know that I can reach out to her for advice and the inside scoop whenever I need it, and I share information that may be helpful to her, and she reaches out to me when she has information or a perspective that could help me make better decisions for downtown or avoid problematic situations.
Wise counsel like this is invaluable. Building strong, reciprocal relationships with our professional contacts ensures that we have a reliable source of guidance and support when we navigate complex challenges. Without a doubt, my kitchen cabinet makes me a better leader. My advice to emerging leaders is to actively seek out and build relationships with these important resources.
Finally, my personal relationships are the bedrock that keeps me grounded and balanced. Family, close friends, and my significant other provide the emotional support that allows me to recharge and (try to) maintain a healthy work-life balance.
Our work can take all the time we’re willing to give it, but we need time away or we risk burnout. Having my significant other remind me gently to put down the phone or shut down the laptop helps me be present for the other aspects of my life. And having people in my life who know me as something other than a CEO helps to keep me from taking myself too seriously and keeps me humble. As leaders, we’re called on to make the hard decisions, but we’re also treated with a level of deference. Maintaining close relationships with friends and family who aren’t part of our downtown ecosystems and who love us in spite of our imperfections makes us better leaders and better people.
So, to the emerging leaders in our field, especially the incredible 90 leaders I have had the honor of working with, I say: Nurture and value your team. Build your network of wise and honest peers and counselors. Cherish and make time for family and friends. These relationships are the foundation of effective leadership. They will help make you the best that you can be.