By User12601034-Oracle on Sep 09, 2014
One summer when I was grade school age, I told my mom I was bored. “Oh, really?” she said with an incredulity that I was too young to recognize as dripping sarcasm. “Then you must be stupid.”
“What?” For a kid who was used to straight A’s in school, my mom had just hurled the ultimate insult at me.
“You have games to play, books to read, [school] workbooks to work on and a brain that God planted in your head. If you can’t find something to do, then you must just be stupid.”
Needless to say, I never again told my mom I was bored. Her lesson stuck with me, and I became a planner. I started planning what I wanted to do, when I wanted to do it, and what I was going to do differently if my first plan didn’t work.
When I started working in corporate education and leadership development, I found that not everyone had learned my mom’s lesson. Some leaders were ‘bored’ and just plodding along each day. Too often, they hadn’t even given a thought to what they wanted to achieve or what they wanted to learn.
Enter the concept of a leadership learning journey.
An exercise commonly used in leadership development is to figure out what your legacy will be – that is, when you’re promoted into your next job, how will people talk about your accomplishments and the way that you worked with others? Or when you retire, what will people say about the kind of leader you were? Jot down a few ideas about how you want to be known or remembered as a leader. Got it?
Now, how will you get there?
In his book The Pathfinder, Nicholas Lore provides a great exercise called Lifeline. In it, you draw a concentric circle and mark The Beginning (your birth), NOW and The End (your death). Then you tick off 10 year increments and document the highlights of each decade up to NOW and then document what you want to accomplish in each decade before The End. (Notice my optimism with my lifeline ending at 100!)
If you buy into the fact that ‘Leadership’ is not an event but, instead, a journey, you can apply this same concept to your leadership journey. Instead of focusing on your life events as in the Lifeline exercise, focus on your leadership events. That is – what do you want to be recognized for as you go through your leadership life? What do you want to accomplish as a leader? For those things in the future, identify what you need to do to achieve that goal - identify the knowledge gaps that need to be filled; identify sub-goals; identify topics areas in which you need more expertise; identify people that you need to know.
As you document this, you are creating the skeleton of your leadership learning journey. You can flesh out each of these to come up with a complete leadership learning journey that will help you achieve your end goals. A word of caution – don’t do this and file it away. Look at it every week or every month to see if you’re doing the things you need to be doing. At a bare minimum, re-evaluate your documented journey each year to ensure that your goals are still valid and modify accordingly.
As Seneca said “If a man knows not to which port he sails, no wind is favorable.”
If you take the time to map out your learning journey, you’ll identify the ports into which you want to sail, and you’ll become the leader that you want to be.