Imagine being offered your dream job with all the perks--if you could name a viable successor (a person who could immediately take on your roles and responsibilities). Could you do it?

You may think it an outlandish question, however when an early mentor asked me that question, I came to four shocking realizations: 1) I was not actively developing my managers for success in future positions (though we gave a lot of attention to developing the individual contributors). 2) I had allowed my managers to rely on me for success in their current positions (evidenced by the crises that erupted each time I left the office). 3) I was limiting my organization's success by not leading and developing our managers/supervisors. 4) I was narrowing my own opportunities by being essential in my current position.

Unfortunately, I quickly realized I was not alone. It is a rarity to find leaders who are actively and intensely engaged in developing their managers/supervisors.

The Barriers

Though expressed in a variety of ways, the reasons leaders don't develop their managers/supervisors seem to fall into a few categories.

• They don't see the need: It's challenging to see and define the skills and qualities that separate the levels of management in an organization-not the tasks, not the number of people you manage, but the actual skills and qualities that ensure success.

A lot of people have gone further than they thought they could because someone else thought they could.
- Unknown

The stone age didn't end because they ran out of stones.
- Unknown

We cannot solve our problems with the same level of thinking that created them.
- Albert Einstein

Management means helping people to get the best out of themselves, not organising things.
- Lauren Appley

The best time to fix the roof is when the sun is shining.
- John F. Kennedy

The best executive is the one who has sense enough to pick
good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.
- Theodore Roosevelt

The great leaders are like the best conductors - they reach beyond the notes to reach the magic in the players.
- Blaine Lee

A message from Lynne Key and Tom Dambly

Of all Johnny Carson's antics and accomplishments, the most significant to us at DiamondWinds was his dedication to mentoring others. Since his passing, the airwaves have resounded with stories of the opportunities "The King Of Late
Night" created, the doors he opened, and the advice he
shared--catapulting the likes of Jerry Seinfeld, Roseanne Barr, Jay Leno and David Letterman to fame.

The impact of this Master of Mentoring went far beyond his immediate reach, even supporting my success as a fledgling writer. Intent on transitioning from straight journalism to the more interesting and lucrative feature writing genre, I
happened on a sure-fire sales strategy: always include two celebrity quotes in the article, regardless of the topic. After successfully petitioning quotes from Letterman twice, Letterman's assistant called to give me the fax number to his private office, because David didn't want my requests to "get lost in the general correspondence." When I asked her why he was being so helpful, she said that every single day he remembers that Carson helped him and "he wants to be Johnny to others."

Nearly every organization we work with invests time and energy in the development of their people. Yet most organizations target short-term needs and, when one looks at their accomplishments over time, one sees scattered efforts and unsustained results. We contrast that with the organizations we've helped to build and execute practical and strategic developmental initiative--ensuring every developmental investment yields real and perceived benefits for the organization and the individual. Like Carson, the real leaders in these organizations do things, however small, that create genuine opportunity and growth for others. Then, like Letterman, those who feel the difference of thoughtful mentoring and development are often eager to make a difference for others as well. These organizations are soon consumed in the contagious "see the possibility" culture that characterizes vital and highly successful organizations. Tremendous growth and creativity flourishes; smart leaders harness this energy and set a course for success, aligned with the organization's values and universal beliefs.

Our hope is that you, like Carson and Letterman, use your position of strength to harness the potential of your people and create possibilities for every individual in your organization.