Leaders who look up: How leaders miss growth opportunities by overlooking their teams

In many organizations, credit unions included, leaders often seek guidance and inspiration from those beside or above them—peers, mentors, or senior executives. While this upward approach to growth is valuable, so is the opportunity for growth in learning from direct reports. Leaders who overlook this opportunity miss out on valuable insight, feedback, and skill development that could significantly enhance their own effectiveness and drive organizational success.

Direct reports are often seen in relation to their functional roles, with leaders focusing on how these individuals fulfill their assigned tasks. This perspective can be limiting. Employees at all levels possess unique skills, perspectives, and insights that can offer invaluable contributions to a leader’s development.

For instance, an entry level employee might bring fresh perspectives on emerging technologies or trends that a leader, who is more grounded in traditional methods, might not be aware of. A team member with a different background or area of expertise may offer problem-solving approaches that can drive innovation.

One of the most immediate and impactful ways leaders can learn from their team is through feedback. Many leaders seek feedback from their peers or superiors, but they often overlook the insights that can be gained from those who report to them.

Direct reports can provide a unique perspective on a leader’s style, effectiveness, and areas for improvement. They personally experience daily interactions, decision-making processes, and leadership strategies. By creating an open and trusting environment where subordinates feel comfortable sharing their honest opinions, leaders can gain valuable insights into their own performance. This feedback can identify areas where they may need to adjust their approach, refine their communication style, or address team dynamics.

Another significant opportunity for leaders is recognizing and leveraging diverse knowledge and skills within their team. Leaders who actively engage with their team members’ strengths can foster a more collaborative and innovative environment. When team members feel that their unique skills are recognized and valued, they are more likely to contribute proactively, share ideas, and take ownership of their work. This dynamic can lead to improved team cohesion and higher levels of motivation and job satisfaction.

One of the challenges in learning from subordinates is overcoming the hierarchical barriers that can exist in organizations. Leaders may unconsciously create an environment where they are perceived as the sole source of knowledge and direction, while subordinates are relegated to executing tasks. To break down these barriers, leaders need to adopt a mindset of humility and openness. This can create a more inclusive and dynamic work environment where everyone feels empowered to contribute their best.

Many leaders say that titles are inconsequential, and that true value comes from the contributions and skills of individuals, regardless of their position. However, in practice, leaders often default to seeking mentorship and feedback from those in higher positions, inadvertently reinforcing the notion that titles do matter.

To genuinely embrace the idea that titles do not dictate the value, knowledge or impact of the individual, leaders must consistently demonstrate a willingness to learn from all team members at all levels. This involves actively seeking out and acknowledging the contributions of direct reports, regardless of their official status. Embracing this mindset will allow leaders to not only enhance their own growth opportunities, but also reinforce a culture of respect and collaboration within the team.

The opportunity for leaders to learn from their team is significant and often underutilized. By actively seeking feedback, embracing diverse skills, and breaking down hierarchical barriers, leaders can unlock a wealth of potential that lies within their own teams. This approach not only drives personal development but also fosters a more inclusive and innovative organizational culture.

“The leader of the past knew how to tell. The leader of the future will know how to ask” – Peter Drucker