Unwanted help

Looking back, 1991 was not the best of times. I was a senior manager on the production line of a major new aircraft development program, the days were endless, the “level of difficulty” was off the map and I believed I was doing something important. So when my director asked me for the second time to take an assignment in Cambridge England for 6 months, I said “no thank you” for the second time. The third time he visited me on the topic he simply said “you must be confusing these inquiries as an actual question.” With that, I understood I would be leaving the country for the first time! I learned that Joe Pickle, the senior vice president of Operations had selected me for the task so I visited him to clarify the mission. He said he wanted me to do three things - 1) Build the three airplanes and get them back to the states, 2) Take over for the existing on-site executive thus allowing him to return home, and last 3) “get some culture.” He told me he expected a one page report each Friday covering all three topics.

I was great with the first two missions. No problem, but what did he mean on the third one? Being a mechanically inclined schooled engineer, the first week I found a British motorcycle museum and enjoyed it. Week two was the WWII airplane museum – fantastic. By week three I was out of the obvious ideas. While in London Sunday afternoon, I ran into The National Galley for a quick look. This was just not in my comfort zone, but catching up with a tour group, I learned so much. It was a whole new world. As you might guess – there were plenty of options for culture the remainder of my assignment.

As leaders, we must be able to see the inner potential of our people and determine what assignments will bring them to light. I had no idea what Joe was talking about, but since that time my wife and I have visited 36 countries, countless museums and natural wonders that would blow you away.

What was the best assignment you were given or gave someone else to raise them to the next level?