From Journalist to Leadership Consultant

I was hired right out of college to be the weekend editor for a small newspaper in Nampa, Idaho. After the interviews were over and the offer accepted – I was excited for the opportunities this new position would prepare me for. My reporting and copy editing skills were already significant – and the journalism world was mine for the taking. My confidence and drive to prove my value at this paper couldn’t have been any higher.

That is, until she showed up.

Who was ‘she?’

She is that reality of the workplace that college courses just don’t prep you for. She was my first manager.

She was grouchy, inconsistent, intimidating and not at all easy to work with and it soon became apparent that her expectations of how I executed my position were well beyond that which I had the natural capacity to fulfill.

My vision of my dream job slowly came unraveled at the seams and a mere two months after I had happily graduated with a journalism degree – I was called into one of those ‘not-so-fun’ meetings with my manager.

She took little time in going right to work on me; recounting a laundry list of things I had (admittedly) done wrong during my two-month career. She went on for a good fifteen minutes (while I stared at the floor) and finished her ranting monologue by reassigning my role and slashing my (already meager) salary.

When she finished her task and finally saw that I sat before her like the proverbial deer in the headlights, she asked me if I had anything I’d like to add.

Still stunned by what had just taken place, I managed to stammer a few lame sentences, saying something like:

“I thought a professional newspaper would be more understanding. My university newspaper understood when I made a mistake, or got sick, or didn’t perform my role perfectly – so why can’t you?”

“Your college career had nothing to do with the real world is truly like,” she snorted back. “This,” she said, pointing around the small, dilapidated newsroom, “is the real world.”

Those words penetrated by heart and stung me at my core, because I knew they were simply not true.

While I readily accepted that I had much to learn about how the real world of newspapers, business and management truly functioned, I also knew that her industrial-age view of management philosophy couldn’t have been more wrong.

Needless to say, my commitment and dedication to that job flew right out the window. Within two months, I was already working for another newspaper that paid a little bit more and treated its people a little bit better.

Yet - that uncomfortable exchange with an uneducated manager birthed a passion inside of me that soon became my career motivation.

And while I would continue to work in the world of newspapers for several years after that experience, I ultimately chose to embark on a career where I could help leaders to better manage their employees to achieve their greatest potential, unlock their greatest ideas and provide their best work.

During this second phase of my career I’ve been a first-hand witness to the power of innovation and creativity that comes to organizations whose employees are engaged in what they do.

I’ve discovered that employees become engaged in their work when four pieces happen in their respective workplaces.

1. They feel there is ample opportunity there to grow, expand and fulfill their life’s work as they see it.
2. They feel that their employer cares about their day-to-day well being.
3. They feel they can implicitly trust their employer.
4. They feel a sense of pride in the brand their employer portrays to the world.

When these four pieces are found in the companies I consult with - amazing things happen. Profits increase. Innovation blossoms. Employees are driven.

And that, my friends is truly how the real world operates.