Collector – November 2019 - 46
Rising to the Top
How to identify and develop future leaders.
By Ronna Denny
ow do you
In an optimal
would create and
follow a leadership
In this scenario,
we allow employees who have an interest
in leadership to take a few of the available
in-house classes, identifying themselves
as having leadership aspirations. These
employees would receive a glimpse of
what supervision is like and can decide if
management is truly something they wish
to pursue. Once in a supervisory role, the
training track would expand to include
mandatory education with the intent to
answer many of the questions employees
new to the role may have.
Surprise! Our team lead just quit. We have
a choice. We can fill the position right away or
we can wait. You read that right, I said we can
wait. You might think:
* I can't possibly take on that workload.
* I can't ask another leader in my
department to take on more work.
* Someone must oversee this team.
While waiting would likely lead to more
short-term pressure, it might be the best longterm solution. Why? There are certain qualities
a leader must have in order to be a good leader.
* Trust and autonomy.
* Appreciation and the ability to share it.
* Potential to grow into the next role.
* Ability to challenge others to
* Willingness to hear and address their
* Ability to motivate others.
* Great communication skills.
* Willingness to jump into the trenches.
* Connects with company values.
When deciding whether to rehire for the
position right away, we must look at our
potential leaders and examine each of these
qualities. They may be missing a quality or two.
If they are, the next question to ask is, "Is this
a learnable skill?" If the answer is no, then we
may be better off waiting to see which team
member naturally rises to the top.
A new leader will require significant effort
from us after they are promoted. Appropriate
communication is going to be critical to
their success. New leaders are going to have
questions and need to be free to ask those
Is your new leader willing to hear
criticism & feedback?
Is your new leader unwilling
to make a change?
Is your new leader willing to make a
change based on such feedback?
Is it someone else's fault when
things go wrong?
DIG IN AND COACH THEM
CUT AND RUN
questions. They will need to be coached in
supporting a decision they didn't vote for or
don't agree with. They need guidance on how
to use their influence for good.
Employees who are suddenly shifted
to leadership are going to know what's
currently unpopular within their team. They
can use their new position to encourage and
empower their former peers by asking them
to come up with and champion solutions.
New leaders can garner support by joining
their new team in the trenches and guiding
them during this process.
After a new leader is in place, we will need
to assess the situation frequently. How do we
tell if it's working? The chart to the left can help
you determine if your new leader's eyes are
open or closed.
We must be willing to put in the work to
coach a new leader. We must also be willing to
pull the plug if it isn't working. As you know,
we are in a constant state of growth.
Ronna Denny is the senior vice president of
client services for CollectionCenter Inc. She
earned her bachelor's degree from Montana State
University-Billings and believes the accounts
receivable management industry is vital to the
Collector – November 2019
Table of Contents for the Digital Edition of Collector – November 2019
Do Your Policies Measure Up?
The Life-Changing Magic of Tidying Up Your Call Evaluations
The (Slow) Race to Clarify the TCPA
ACA’s LevelUp Leadership Experience
Lead the Next Generation Through Mentorship
Texas Tackles the TCPA
Never Give Up
A Resource Every Member Needs
Rising to the Top
Collector – November 2019 - Cover1
Collector – November 2019 - Cover2
Collector – November 2019 - 1
Collector – November 2019 - 2
Collector – November 2019 - 3
Collector – November 2019 - Upfront
Collector – November 2019 - 5
Collector – November 2019 - Industry News
Collector – November 2019 - 7
Collector – November 2019 - 8
Collector – November 2019 - 9
Collector – November 2019 - Best Practices
Collector – November 2019 - 11
Collector – November 2019 - FYI
Collector – November 2019 - 13
Collector – November 2019 - Collection Tips
Collector – November 2019 - 15
Collector – November 2019 - Do Your Policies Measure Up?
Collector – November 2019 - 17
Collector – November 2019 - 18
Collector – November 2019 - 19
Collector – November 2019 - The Life-Changing Magic of Tidying Up Your Call Evaluations
Collector – November 2019 - 21
Collector – November 2019 - 22
Collector – November 2019 - 23
Collector – November 2019 - The (Slow) Race to Clarify the TCPA
Collector – November 2019 - 25
Collector – November 2019 - 26
Collector – November 2019 - 27
Collector – November 2019 - 28
Collector – November 2019 - 29
Collector – November 2019 - 30
Collector – November 2019 - Honor Roll
Collector – November 2019 - Calendar
Collector – November 2019 - 33
Collector – November 2019 - Education Spotlight
Collector – November 2019 - 35
Collector – November 2019 - ACA’s LevelUp Leadership Experience
Collector – November 2019 - 37
Collector – November 2019 - Lead the Next Generation Through Mentorship
Collector – November 2019 - 39
Collector – November 2019 - Texas Tackles the TCPA
Collector – November 2019 - 41
Collector – November 2019 - Never Give Up
Collector – November 2019 - 43
Collector – November 2019 - A Resource Every Member Needs
Collector – November 2019 - 45
Collector – November 2019 - Rising to the Top
Collector – November 2019 - 47
Collector – November 2019 - ACA SearchPoint
Collector – November 2019 - Ad Index
Collector – November 2019 - Membership
Collector – November 2019 - 51
Collector – November 2019 - Last Word
Collector – November 2019 - Cover3
Collector – November 2019 - Cover4