Years ago I worked with a student named Alex. During his first interview with my company, he was tough around the edges. But we needed to complete a training course quickly, so we gave it a shot.
I gave the group a difficult task:to memorize an essential part of our training manual in about 12 hours. I have entrusted this mission to hundreds of people, and only two have ever carried it out. Alex was one of them.
So we selected him for our sales team. We looked beyond his long hair and tattoos, coached him on presentation language, and believed in him and his abilities, despite his difficult background. In its first 10 days, it made $6,000 in sales (which is relatively exceptional). He then became assistant director. It may sound like a cliché, but thanks to Alex, I've learned not to judge a book by its cover.
I've worked with students and other entry-level employees for 19 years, and I'm still learning new things from them all the time. Although I thought it would be me teaching them the world, they taught me how to be a better manager, a better worker, and a better person – and they can do the same for you.
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Here are three lessons I learned from managing entry-level employees that you can use in your daily life:
1. It's important to care about other people's stories.
A few years ago we worked with a former footballer. He was confident, smart and impressive – the kind of guy who could walk in the rain and not get wet. He showed up so well in training, I assumed he had all his gear locked up. But when he didn't catch on quickly, I started pushing him instead of digging deeper into why.
I ended up pushing him out the door. I hadn't taken the time to learn who he really was, and it resulted in a teary-eyed employee being ashamed of his performance because he had never failed before and didn't know how ask for help when he started to struggle. When he quit, I realized I needed to talk less and listen more. Everyone has a story.
From a managerial perspective, take my failure as inspiration to build systematic opportunities to learn more about candidates into your hiring process. Learn deeply. Make a bigger effort to get to know your superiors, colleagues, suppliers, industry colleagues, and even new acquaintances in your personal life. Ask questions like, “What difficulties did you experience? What is the lens through which you see the world? What are your aspirations for the future and what do you need to get there? Questions like these can unlock new levels of connection, loyalty, and relationship equity that you may have taken for granted.
2. Be eager to learn and you'll be ready for anything.
Trust can only go so far. The desire to learn, however, will take entry-level employees far beyond their next job. When I interview young professionals, I almost always ask, “Why should I hire you?” I got a bunch of replies, but one really made me smile:"I may not be the most impressive on paper, but you'll never have to tell me the same thing twice."
The employee who gave me this answer was a great learner, always ready to do more. And she inspired the same thirst for new knowledge in me (I've since said "you'll never have to tell me twice" multiple times myself). The passion for knowledge is the ultimate competitive advantage in the market. It keeps me up to date with my industry, ensures I can take on new challenges, and prepares me for a future full of innovation and excitement.
To embrace this professional learner mindset in your life, subscribe to thought leadership newsletters and email briefings. Keep an ongoing "to read" list to make sure you don't waste your free time on silly TV or the front page of Reddit. If you're not a reader, consider picking up a hobby that requires knowledge you don't already have. Nothing triggers an educational spurt like genuine curiosity.
3. Combining vulnerability and transparency leads to trust.
A young woman I manage gives me updates “just so you know”. She will let me know what is going on with her, which in turn fosters empathy on my part. She helped me learn that transparency really is the best policy.
Besides, there is enormous power in the combination of transparency and vulnerability. When many of my young employees take the lead on something, they openly admit to their colleagues or clients that it is new and often uncomfortable for them. They won't try the bold "act as if" policy made popular by their bosses. I saw their audience open up and cheer in a way they never would have if I took the lead. Vulnerability finds its way into genuine conversation and progress.
Take this openness to heart. Be more open with your boss, manager, or peers about how you think, why you make the decisions you make, and what's going on in your life. Heck, even discussing these topics more often with your family could be beneficial. Sharing more about yourself with others can bring you closer; it shows people that they can trust you, and you will never feel like someone other than yourself. Try sharing a little about your inner workings at your next meeting – you could very well improve your personal brand.
I've learned some incredibly valuable lessons from my time working with entry-level employees, and I hope that you will take these lessons to heart as well. And the next time you have the chance to work or speak with someone in an entry-level position, keep an open mind and a humble outlook, and you'll be on your way to your own personal and professional growth in no time. .
