Tuesday Jan 15, 2013

Who's Your CEO?

I love the start of a new year simply because it offers a clean slate. Most often, I have this feeling in September when school starts, but I’ll take it in January as well. Because the start of the year is a great time to start something new, I’m going to start something new with my blog. Besides writing more regularly (that’s on my list of resolutions), I want to write about topics that will provide you an opportunity to hopefully grow in your role, regardless of where you are on the org chart.

A while back, I wrote a blog called Developing You 2.0 where I outlined the top ten competencies that I think you’ll need to survive in a 2.0 world. I think those competencies still apply, and I’m planning to expand on those in future posts. Today, though, I want to focus on something else – your CEO. I’m not talking about Larry Ellison (for any Oracle employee) – I’m talking about the CEO of you. If you were your own CEO, what would you tell yourself?

Some time ago, I read a blog post by Kent Healy titled Why you should run your life like a start-up company. In this post, Kent talks about the concepts of business – asset management, capital, resourcefulness – and how they relate to managing one’s own life. I’m going to take this a step further.

I read and hear a lot of talk about people’s managers not letting them do certain things; or executive management at a company keeping people oppressed and unhappy in their jobs; or managers being responsible for <fill in the blank>. What I don’t hear a lot of is “I’m responsible for me.”

Your manager doesn’t know that you want to do a particular job or have a particular skill or want to learn a new skill if you don’t speak up. If you are your own CEO, you need to promote your company, and the only way to do that is to speak up about yourself. That is your responsibility. Laying the mantle of “professional development” at your manager’s feet does absolutely no good if you’re not willing to have conversations about what you’re good at and what you’d like to learn.

In case it wasn’t clear…YOU ARE RESPONSIBLE for your professional growth, your development at work, yourself. Your manager is only a tool that can help you achieve what YOU want to achieve, but you need to have development conversations with your manager so he or she knows what it is you want to achieve.

If you’re willing to jump into a learning adventure, grab a notebook and answer these questions: If you are the CEO of you, what would you identify as your top 3-5 assets? What are 2 or 3 things you do to nurture those assets? What are 1 or 2 things that you currently do that do not benefit your company? And finally, what is your biggest corporate goal this year? Remember, when answering these questions, you are the company.

I’m not sure where all of this will lead this year, but I’ve got a ton of ideas about personal learning environments, learning networks, you as a consultant, ROY (return on you), motivation and engagement, creating your brand, and building You 2.0. I can’t promise an assignment every time I post something, but keep that notebook handy!

Tuesday Aug 26, 2008

Are You Accountable for Your Learning?

“I don't care if you create the best training in the world.  If it doesn't change behavior, it doesn't do me any good.”

These words were spoken to me by an executive vice president at an undisclosed company.  I wanted to argue that if the training was the “best in the world,” it would actually be designed to change behavior and would undoubtedly cost more to create and evaluate than he was willing to fund (which, by the way, was $0).

The comment got me thinking, though.  How many of us expect to have a learning path handed to us and be told “This is what you need to do and how you need to do it?"  If you check off the boxes, will you be successful?  I doubt it.

On the other hand, how many of us spend time researching topics that interest us, engaging in communities at work or on the web around those topics, and explore options that will allow us to continually expand our knowledge.  What is it that makes this person completely different from the person who wants the checklist?  And, perhaps more importantly, how can we encourage or enable the checklist person to be more of an explorer?  Further, are there characteristics of each that should be emulated?

I am convinced that learning does not have to take place in a classroom.  There are a variety of sources – free seminars (or webinars), social networking sites, interest groups at work, programs through professional organizations, blogs, etc. - that will allow us to learn and develop as individuals, co-workers and general human beings.  We as individuals, though, need to be responsible and accountable for our learning.  Yes, a classroom may be appropriate for some things.  Heck, even a checklist is appropriate at times.

Challenge yourself to be responsible for your learning and accountable to yourself for expanding your knowledge.  My bet is that you'll be more engaged in what you're doing and more valuable to your employer.  Yes, we may be able to create the best training in the world, but it's up to each individual to consume and internalize what's out there.

About

Sandy's ideas about learning, organizational & personal improvement and other stuff.

I work on Oracle's Leadership Development team, but all thoughts and opinions expressed here are solely my own!

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