HEALTH, PURPOSE & IMPACT

Category: Coaching (page 4 of 4)

Changing Jobs?

Almost everyone you speak with nowadays mentions some major change and related initiative happening within the industry or organisation.

Individuals are moving through different jobs with increasing frequency. The median number of years that wage and salary workers had been with their current employer in the U.S. was 4.1 years in January 2008.(1)

It therefore becomes critical that an individual understands the key elements for quick and effective transition across jobs and organisations, and develops the ability to learn and unlearn in shorter cycles.

Studies have repeatedly shown that the ability to learn from experience is what differentiates successful executives from unsuccessful ones. Successful executives have strong and active learning patterns from key job assignments. They learn faster, not because they are more intelligent, but because they have more effective learning skills and strategies.(2)

Peter Drucker wrote, “Knowledge becomes obsolete incredibly fast.”

Almost all jobs have the following core learning components that are critical for effective delivery. I believe that strong awareness and mastery over these elements provide us with the agility to transition and succeed across jobs and organisations quickly.

* SUBJECT MATTER/BODY OF KNOWLEDGE
Every job involves some specific and core subject matter areas. These could most effectively be acquired and applied through a combination of on-the-job experiences and academic learnings.

* PROCESSES
Every organisation has a set of processes for most functional areas. Most of the work nowadays is defined through process flows. Building a good understanding of the organisational process flows allow us to determine what we need to do and how it impacts stakeholders.

* TOOLS/TECHNOLOGY
All organisations and jobs have specific tools and technologies that support work. Having a good understanding of how they work and are applied could substantially increase overall efficiency.

* PERSONAL NETWORKS
In my opinion, this is one of the most important elements. It includes both internal and external networks of personal relationships that allows us to function with a high degree of effectiveness. In many instances, the personal networks are critical for achieving the ‘extra mile’ of success and to managing crises. In most instances, people go beyond the specified requirements of a process if there is a strong existing relationship with the specific individual. These relationships are also critical links to tacit knowledge that’re often unavailable on formal knowledge management systems or databases. Treating people with respect and empathy normally will get you valuable help and inputs on the organisational culture, especially during the tough transition phase. It also helps us to build our network quicker.

* USING EXPERIENCE/WISDOM
This is gained through the application of knowledge in a variety of situations and learning/adjusting from successes and failures (what has worked/not worked?) over time. This is very relevant and important for managers and leaders as a lot of judgment is involved in making important decisions. Many of those decisions would not have defined or single answers.

Understanding and focusing on the core elements of work transitions have a big impact on our effectiveness.

The elements mentioned above clearly relate to the concept of ‘Learning Agility’ (Eichinger & Lombardo), measured through four key facets: (a) Mental Agility (b) People Agility (c) Change Agility and (d) Results Agility.(3)

Please share your experiences and observations. This is a very useful and relevant topic for many individuals.

References:
(1) Bureau of Labor Statistics, Friday, September 26, 2008, EMPLOYEE TENURE IN 2008

(2)(3) The Korn/Ferry Insititute: Using Learning Agility to Identify High Potentials around the World by Kenneth P. De Meuse, Guangrong Dai, George S. Hallenbeck, King Yii Tang

Learnings From My Cross-Cultural Experiences

Working and living across countries/cultures may present great opportunities but at the same time, they hold numerous challenges. Ability to manage across cultures is a competence that is becoming really important as the world gets flatter and more companies decide to go global. Adapting and succeeding in a very different culture are not easy. Some people choose to be oblivious of this topic and that impacts personal and professional growth. Though there’re numerous studies and research articles on this topic, I would like to share some of my key learnings, personal experiences and observations. This list is neither comprehensive nor listed in the order of importance.

1. Respect

Being sensitive to and noticing some of the key threads in norms and behaviors in the new environment within and outside office is an important starting point. This helps to understand how things work and what’s respected in the new setting. Many of the norms would be very different and may seem strange initially. The global professional needs to be respectful of the differences and try to understand the background with reasoning. Respecting individuals and cultural norms is a critical factor in adapting to any new culture.

Communication is key to avoiding misunderstandings. Many times during initial stages of interactions, it’s useful to explain the reason behind doing or asking for something that impacts others. This avoids confusion and helps to build trust especially in the initial stages of relationship building.

2. Flexibility/Openness
This is vital for success in a different cultural setting. There is a possibility that one may feel insulted or not respected in some instances. Chances are that everyone may not be aware of the nuances about other cultures and interaction styles. Stephen Covey’s teaching, “Seek first to understand, then to be understood” is a very useful advice to keep in mind while interacting with people from a different culture. In other cases, someone may just not be respectful or culturally intelligent. This could lead to frustrations. Being flexible and open helps to build a working relationship and trust. In my opinion, the burden of responsibility falls on the global professional to tackle an unpleasant situation with emotional maturity and intelligence. It’s very useful to have a positive ‘forgiving’ and ‘forgetful’ (unpleasant events) attitude – easier said than done.

3. Coping with the unknown,fear of failure and patience
There’re a lot of unknowns in a new environment. I’m not sure if anyone is perfectly comfortable facing unknowns. Finding information through formal and informal channels is very helpful to put one at ease. One has to also find appropriate ways to cope with stress related to uncertainties and the new environment. There may be different approaches for different people. Hobbies and avenues for entertainment provide useful options. People generally do take a certain period of time to adjust and feel comfortable in a new environment.

Even if one has good competencies, there will be mistakes along the way. On the other hand, fear of failure can inhibit people from trying out or getting exposed to new things. The normal tendency may be to stay within one’s comfort zones. There will be misunderstandings. Having lots of patience to understand, learn from mistakes, adjust and work one’s way through multiple and varied scenarios is important.

One of the leading experts in this field Fons Trompenaars advises, “We need a certain amount of humility and a sense of humor to discover cultures other than our own; a readiness to enter a room in the dark and stumble over unfamiliar furniture until the pain in our shins reminds us of where things are.” Management guru Tom Peters writes, “If you come to another’s turf with empathy, sensitivity and open ears – what the Zen masters call ‘beginner’s mind’ – you’re halfway home”.

Rethinking Work In A Flat World (from “The World is Flat”)

I recently finished reading “The World Is Flat” and found the following thoughts from Tom Friedman to be extremely interesting.

* The key to thriving, as an individual, in a flat world is figuring out how to make yourself an “untouchable”. “Untouchables” are people whose jobs cannot be outsourced, digitized, or automated.

Couple of key categories that untouchables in a flat world will fall into:
a. People who are really “special or specialized”.
b. People who are really “localized” and “anchored” (jobs must be done in a specific location either because they involve some specific local knowledge or because they require face-to-face, personalized contact or interaction with a customer).

* Key Roles in a Flat World
1. Great Collaborators and Orchestrators – Collaborating with others or orchestrating collaboration within and between companies.
2. Great Synthesizers – Creating value by synthesizing disparate parts together.
3. Great Explainers – Seeing the complexity but explaining it with simplicity.
4. Great Leveragers – Leveraging technology, designing programs that enable others to work smarter and faster.
5. Great Adapters – Applying depth of skill to a progressively widening scope of situations and experiences, gaining new competencies, building relationships, and assuming new roles. Capable of not only constantly adapting but also of constantly learning & growing.
6. Passionate Personalizers – Giving personal, special touch and real passion to a normal task.

The most important ability you can develop in a flat world is the ability to “learn how to learn” – to constantly absorb, and teach yourself, new ways of doing old things or new ways of doing new things.

More Questions than Answers

My first post relates to my quest to find specific answers for many questions on business management practices and responses from different individuals, in academia and business. I wanted to find one best answer to different questions that could be applied across multiple environments.

I’m learning that though there are multiple possibilities, the key to succeed is to figure out the unique factors and what’s most relevant to a particular environment.

There seems to be no one best tailor-made solution or answer for a problem in the world of management. Different variables influence the approach and solution. Some approaches that work really well in one environment might produce undesired results in another. The future world of management and consulting could hold far more interesting challenges, considering the speed of change and global access to information in today’s world.

So, how might one navigate through the complex business world?
Being sensitive to the environment and the ability to discern by asking more questions could hold the key.

Newer posts

© 2024 Lead-Wise

Theme by Anders NorenUp ↑

Follow by Email
LinkedIn
Share