Continuing our gardener metaphor from last week, the second phase of a follower’s development under your leadership aligns with the "adolescent" stage of plant growth, also referred to as the primary stage. During this transitional period, the plant begins to mature, and its root system expands. Branches start to develop, and leaves begin to form. While the size of the leaves can vary depending on the plant, the stem, trunk, and bark are still immature and vulnerable.
This stage mirrors the "adolescence" of your followers, akin to the teenage years. The initial excitement of the "Seedling" phase has faded—our once bright-eyed and eager-to-learn team member is now facing the reality of the work. The honeymoon period is over. They’ve been involved in your projects or community for a while now—whether it’s days, months, or years—and they may be growing restless or seeking greater responsibility. Perhaps instead of being just a parking attendant, they now aspire to be the supervisor of all the parking attendants. Instead of being a Marketing Coordinator, they see themselves as ready for a managerial or even director role. At this stage, they may also begin to exhibit some challenging behaviors, much like a teenager. Does this sound familiar?
In this stage, the follower starts to test the boundaries of your leadership. Maybe they begin showing up 30 minutes late to volunteer meetings. Perhaps it’s a board member who only attends half of your board meetings and barely participates. Like high school sophomores and juniors, they know just enough to be confident - and dangerous - but not enough to be fully competent.
Using our A/A Model, these individuals now possess some Aptitude (knowledge), but their Attitude (behavior) is more variable—it could be high, low, medium, or fluctuating, depending on the moment. This often stems from the realization that the reality of their situation doesn’t match their initial expectations. They might realize they’ll be volunteering to pound stakes for a few more festivals before becoming a supervisor of volunteers or that it will take longer than they anticipated to reach a management level in their job. This stage can be frustrating for them—they may feel that "this" isn’t what they thought it would be.
The individual is developing in their role but may still lack the confidence or commitment needed to fully excel. As leaders, it’s crucial to recognize this stage and respond appropriately. If we keep them in this place too long without the right support and challenges, they may stagnate.
Gardening and Leading for Adolescence
As leaders, when our team members enter the Adolescent stage, it’s crucial to shift our approach to one that emphasizes coaching. In this phase, the gardener (leader) must actively cultivate growth by providing both support and accountability. This stage requires a delicate balance of nurturing and challenging the individual to ensure they don’t become stagnant or lose motivation.
Blow the Whistle on Unacceptable Behavior: At this stage, it’s important to address any behavior that falls short of the standards established in the Seedling phase. Just as a gardener prunes away unhealthy growth to allow the plant to thrive, a leader must intervene when a team member’s actions are not aligned with the organization’s values or goals. This might involve having difficult conversations, setting clear expectations, and making it known that certain behaviors will not be tolerated. The key is to do this with a coaching mindset—aiming to correct and guide rather than merely punish.
Avoid Rescuing the Person When Challenged: One of the most critical aspects of coaching in this stage is resisting the urge to rescue the person when they face challenges. Just as a plant must struggle a bit to develop strong roots (or what some gardeners call “hardening”), employees need to navigate difficulties to build resilience, true confidence, and problem-solving skills.
Reinforce Accomplishments and Early Wins: Regularly reinforcing the person’s accomplishments and early wins is essential to maintaining their motivation and commitment. Celebrate their progress, no matter how small, and acknowledge their contributions to the team.
Adhere to Boundaries, Goals, and Protocols: In this stage, it’s important to remind the person of the boundaries, goals, and protocols that were set up during the Seedling phase. Consistency is key—just as a gardener provides the same daily care and environment for a plant to ensure its continued growth, a leader should ensure that the person adheres to the established framework.
Schedule Regular Coaching Meetings: Coaching at this stage should be proactive and ongoing. Regularly scheduled coaching meetings provide an opportunity to check in, address concerns, and set new goals.
Discourage Triangling, Gossip, and Negative Thinking: It’s also important to create a positive and constructive environment by discouraging triangling, gossip, and excessive negative thinking. Just as a gardener removes weeds that could choke a plant’s growth, a leader must address these toxic behaviors before they can take root in the team.
Stick with the Person and the Program: Finally, it’s crucial to remain consistent and committed to the process. Just as a gardener doesn’t give up on a plant that’s struggling, a leader should stick with the employee or volunteer, offering guidance and support as they navigate this phase.
By focusing on these coaching strategies, you can help your team members navigate this transitional phase successfully, ensuring they continue to grow and develop into the leaders of tomorrow.