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his issue celebrates the 2024 Smart 50, recognizing dozens of leaders for proven prowess at effectively building and leading successful organizations. These leaders are being recognized as impactful individuals. They are also assisted by strong support teams and have benefited by being collaborators. So, in fact, has Columbus as a city, positioning The Columbus region as a locale known for collaboration, fellowship, inclusivity and advocating for common good, guided by principles of accountability, respect, integrity and trust in its vision to be the most prosperous region in the United States. How many other cities can casually or officially cite a manner of working together such as The Columbus Way, our practice of community and stewardship informing the values and principles that power our region’s progress?
In our city — known for our vibrant foodie scene, arts, sports, headquarters of franchise restaurants, fashion capital following New York City and Los Angeles, world-class attractions, fine higher education institutions and more — we’re accustomed to uniting for the common good to elevate the city as a great place to live, work, play and stay. For example, consider hoteliers accustomed to competing against each other working together for the purpose of landing major citywide events.
Columbus leaders already willingly contribute to the rising generation of young entrepreneurs and developing professionals. As an accomplished leader, how are you helping propel emerging leaders forward?
I attended a conference for women entrepreneurs last year that featured a session with a group of male panelists selected by virtue of their individual and respective corporation’s support for women. One compared his talent development philosophy to riding an elevator: When the door opens and you ascend, bring someone else along with you. That someone could be a person promoted to management for the first time and in need of guidance. Or, it could be someone so glad to encounter someone else like them in age, gender, race, country of origin, or some random conversation-starting common ground or bonding experience, such as discovering the same alma mater or favorite sports team or restaurant.
Establishing mentorship programs within your organization can be an asset. Regardless of the enterprise, people never forget the ones they’ve been in the trenches with in their careers. For instance, new employee orientations can be augmented with ongoing opportunities to gather as a cohesive group. Arranging a willing and capable mentor for an associate helps forge a welcome bond beyond that of co-workers, their supervisor or human resources associates often overwhelmed with filling open positions.
Leaders like those featured in this magazine pay it back and pay it forward. They remember and honor those who came before them and the lessons learned along the way, then extend a welcoming hand, both literally and figuratively, to their associates, company and community to help them grow and prosper.
Giving comes in many forms. It can involve time, talent, financial support, empathy, or all of these. The more active leaders become in these areas now, the more all involved reap the benefits of their efforts and mentorship instead of just reflecting on a great legacy years later.
The next person hoping and determined to walk in your shoes someday may be within your own organization or another already. Encouraging and preparing our potential successors — even if not activated until a number of years down the road — is truly bringing someone else along with you as you ascend to new heights yourself.
Michele Cuthbert is CEO and creator at Baker Creative
