Finding the Potential in People and Processes

A concept coined by author of five New York Times bestsellers, Brené Brown, calls for leaders to be courageous.

By MOLLIE WITT, Mollie Witt

Taking responsibility for finding the potential in people and processes, and developing that potential, are two things that if not synced can cause someone to miss the mark of being a true leader.

“A leader is anyone who takes responsibility for finding the potential in people and processes and who has the courage to develop that potential,” is a famous quote by the New York Times bestselling author, viral TED talk presenter and fellow Houstonian, Brené Brown. This quote personally resonates, as it serves as a reminder of experiences with leaders who have helped me become a better version of myself, both personally and professionally.

Breaking down the quote from Brown, there are two independent thoughts or concepts that work together to create the idea of what she considers a leader. Taking responsibility for finding the potential in people and processes, and developing that potential, are two things that if not synced can cause someone to miss the mark of being a true leader.

Leaving out one part of the leadership piece can be compared to showing an apartment but failing to close the sale. It doesn’t lead to consistent results. It may work once or twice, but it is nothing that anyone should bank on for the long-term.

In order to successfully take responsibility for finding the potential in people and processes, there has to be a level of accountability. The accountability within this concept is not about holding others accountable, but it is about the leader holding themself accountable to consistently find the potential in people and processes.

This is also not about finding accountability within the results – it is about the potential. The results will come. Reports hold the results accountable, the leader holds him or herself accountable for looking for the potential. Finding the potential is where the magic starts to happen.

So how does one hold themselves accountable to look for the potential?

This has to be a conscious decision and must become a habit. This requires work. It is not always the easiest thing to do, but it is always going to be worth it. The first thing to do is to consider the strengths of those around you. Look at the whole person, and think through what they bring to the team.

Now that the potential has been identified, it becomes the responsibility of the leader to have the courage to develop that potential.

There are several ways that one can develop potential, a leader can suggest learning activities, books or podcasts, ask for assistance with special projects or anything else that will build on the strengths and help the team member. As their strengths are building, so is the potential for them to notice their growth, resulting in increased confidence.

Having the courage to have the conversation with team members and identifying where they would like to grow is the first step. But, then really owning their growth and helping them gain the skills needed to grow while still encouraging them to be their true selves is where you will start to see team members flourish.

Choosing to focus on their potential rather than focusing on what is not perfect takes dedication and self-discipline, as it is human nature to focus on what is going wrong instead of what is going right. But when someone steps up to the challenge and embodies the quote from Brown, this is when they set themselves on the path to become a legendary leader.

I have been fortunate enough to have had many great leaders throughout my career, and I surely would not be where I am without each of them. However, my first manager, Shawna, really taught me how to be open to receiving the lessons other leaders taught me throughout the years.

Almost 12 years ago, I began in this industry with zero sales experience. I was timid. And I was terrified of asking for the deposit or closing the sale, because it required me to get out of my shell. I liked it in my shell. It was safe there. I did not know if it was safe to step out of my shell, so I liked to stay in there.

Instead of focusing on how timid I was, she focused on the things that I was doing right. She let me feel safe and empowered to slowly come out of that shell. She let me know that she had my back.

When she saw a spark of potential, instead of looking the other way, she noticed and helped me build on what she thought I could be.

While she may have redirected me as I was learning, she never let me think that I couldn’t do it. She considered my job history prior to joining the multifamily community and really met me where I was. I remember a growth opportunity conversation vividly, and even though I was being told that I was not doing something right, I was actually being led to be bigger and better than I ever thought that I could be. I was provided action items and ways to resolve the concern that was happening, but then was also shown how improving this area could lead to future growth that could set me up for success. I was provided actionable and immediate feedback when growth opportunities were observed.

What happened when she did this is that I felt empowered and encouraged.

What did not happen was I did not feel like I could not do anything right, she never let me feel that I did not have potential. I never felt like I could not do something. I left feeling that if I could not get it right now, I knew it would come. I knew I was safe to make a mistake. I knew she had my back. I knew she saw more in me than I saw in myself.

Before the quote from Brown was published, this was the model my manager followed. Finding the potential and then having the courage to develop that potential is what should set the bar for leadership models. Following this leadership outline can really make the difference between a team member feeling comfortable and safe to grow and a team member not being engaged enough to make it. Not only does encouraging the growth that supports the potential of the employee build the foundation of trust that can support a strong and successful leadership relationship that can last for years or even a lifetime, it also breeds the environment for employees to grow into leadership positions where they can do the same.

Mollie Witt, CAM, CAPS, is an employee experience manager for Venterra Realty. Mollie has been with Venterra Realty for almost 12 years, where she started onsite before working her way up as a trainer. Mollie has a bachelor’s degree from the University of Houston in human resources management and personnel administration.