Archive for the ‘Skills Development’ Category

Working with Your Strengths

Wednesday, August 19th, 2009

Recent discoveries in neuroscience help explain why different people solve problems so differently.

When we’re born, our brain’s synapses have the potential to fire in any direction. Through relationships, experiences and genetics, they begin to fire in certain patterns.

Like exercising a muscle to build strength, brain cells that “fire together, wire together” - they begin to strengthen certain pathways, so that the next time you think, you’re more likely to think again in that particular sequence.

And then, during puberty, your brain sheds the capacity you haven’t used.

So by the time you’re an adult, your brain is wired to think in certain ways. This is why using your talents creates excellence - you can do it faster and better than people who haven’t been thinking that way their whole lives.

Research of more than two million people by the Gallup Organization has shown that organizations that capitalize on individual strengths are more likely to be profitable and productive than others.

Can your work be more productive (and lucrative) if you leverage your strengths?

And do you know what your strengths are?

Reduction to the Achievable

Monday, February 2nd, 2009

There is the classic sales technique called “reduction to the ridiculous”, whereby the cost of the item being offered for sale (or the premium above a competitor’s offering) is framed in terms of the cost of a daily cup of coffee. For example:

“Yes, it does cost $500 more, but if you think about all the benefits you get, over a year it works out to less than $1.50 a day, less than your daily coffee at the coffee shop. Surely you can afford an extra $1.50 a day.” Well maybe. But don’t ask me to sacrifice my coffee!

On the other hand, if we take the concept (a big thing made up of tiny pieces) and apply it to goal setting and target achievement, then it becomes a useful tool when undertaking an ambitious objective. It allows you to improve your odds of success by defining and executing against a series of smaller steps or goals.

Take your professional development, for example. Especially in today’s competitive environment, what are you doing to learn/strengthen a business skill? Let’s say there’s a business leadership book that has been recommended to you, but you feel there’s no time in your day to read - you’re too busy.

Two skills come into play - prioritization and time management. First, is reading the book important to you? Assuming the answer is yes, then a revisiting and re-prioritizing of some daily habits is in order. Then we can reduce reading “the Big Book” into a smaller, more readily achievable goal of daily reading i.e. Reduction to the Achievable.

A typical business book can be 20 chapters and 400 pages. If you read the daily newspaper, do you think you could forgo reading one section of the daily newspaper and read ten pages of a book instead? In six weeks with a daily reading habit, one book is complete, and, with your new revised reading habit, you have created the possibility of reading another 5-6 books within a year.

Or if you are commuting, rather than listening to headline news on the radio, how about listening to the audio version of the book? Or find podcasts of topics in your field of interest and download them to your MP3 player for playback on the drive to work.

The key elements of success are (with the example of reading a book):

- define your goal (Read a book in every six weeks)
- make sure its completion has an emotional payoff (I’ll be more knowledgeable, more current, more valuable)
- break the project into smaller, well defined, achievable, measurable goals (10 pages every day)
- take a moment to congratulate yourself on completion of each of the smaller goals (Yay! I completed a chapter and I learned something new)

Look at a project that is important to you that you have been postponing because it seems too big. Use the technique of “Reduction to the Achievable” to break through your procrastination and get started.

IBM Human Capital Survey

Monday, January 26th, 2009

IBM interviewed over 400 HR executives at organizations from 40 countries to find out how they were addressing key workforce challenges. Highlighted are key areas of focus that require the immediate attention of not just the HR function, but senior executives across the organization. Here are the top four:

Leadership

The report highlights how addressing these key focus areas can help transform your workforce and take its performance to the next level.

link to IBM PDF

Nuturing Employee Engagement in Flat Organizations

Tuesday, January 13th, 2009

Established organizations continue to flatten the organizational pyramid through eliminating managerial layers and upping the subordinate/superior ratio from the classic 6:1 to 12:1 and higher. Newer companies stay flat from the get-go.

One consequence is that a traditional workplace acknowledgement - the promotion - is becoming rarer as opportunities for internal upward mobility are reduced.

Read the full article online click here

How Middle Managers are Key to Company Success

Wednesday, January 7th, 2009

In today’s hierarchal organization, strategic intent flows from the top, while tactical implementation is carried out at the bottom. In the middle of the flow are middle managers: first- second- and third tier supervisors, managers and senior managers who are mandated to proactively deliver the planned strategy’s goals.

The challenge is that the bulk of their energy is spent tactically (and often) reactively responding to pressures from customers, subordinates, peers and their boss.

Read the full article online click here

Mann Gulch

Saturday, November 8th, 2008

In 1949, thirteen of sixteen men died battling a relatively small blaze in Mann Gulch. In investigating the circumstances of why most of the smoke jumpers died while three lived, Norman Maclean wrote a book entitled Young Men and Fire, the true story of the smoke jumpers - firefighters who parachute into the back country to fight fires.

Maclean found some startling facts. Mann Gulch has steep canyon walls with the northern slope at a 75% incline. When the wind turned on the smoke jumpers, they were in a race with the fire up those steep walls. Most forest fires feed off dry grass. The north slope of Mann Gulch was mostly tall grass,  so the fire started to spread much faster than anticipated.

A key finding by Maclean was that the thirteen who died had carried their tools - poleaxes, saws, shovels, plus very heavy back packs - while attempting to out-run the fire climbing up those steep walls. In other words, the thirteen laboured as far as they could with all their equipment, even though that equipment was worse than useless in a race with the fire. Their inability to drop their heavy tools and packs ultimately prevented them from outrunning the fire. To these firefighters, their tools were more than simple objects - they represented who they were, why they were there and what they were trained to do. Dropping their tools meant abandoning their existing knowledge, training and experience.

This might not seem like a hard choice to make, but with no training for such a moment, they had no alternative models for behavior. In moments of uncertainty and danger, clinging to the “right” way might seem like a good idea, but not in this case.

The three survivors of the blaze thought outside the box and used different strategies to escape the fire.  Realizing that they were no longer fighting the fire but fleeing from it, they dropped all of their useless equipment. One survivor used a technique called the ‘escape fire’ where he took a match and lit a ring around him so that the fire would “jump” over him.

When he tried to convince others, they continued running up the steep slope because the ‘escape fire’ technique had not been part of their training.

It was their inability to drop the tools and equipment that weren’t working and seek new methods to help them escape that lead to the fire fatally engulfing them.

In your world today:

  • What are the poleaxes, shovels and backpacks you continue to run with?
  • What are the tired, worn out strategies and tools which you are lugging around with you?
  • What existing models of behavior do you need to drop?
  • What existing knowledge, training or experience needs to be abandoned?

Very often, what got you to here won’t get you to there. Those who learn the critical business skills and tools necessary to survive (and thrive!) will be the winners.

Survivors and successful people are always learning and practicing to improve their game. New circumstances always require new skills and tools.