Monday Mar 02, 2015

Mentoring: It's Not For Wimps

My family spent three days last weekend skiing in the Colorado mountains.  It was a great deal of fun because my daughter skied with some of our friends, and they took her down moguls, terrain parks, jumps and a variety of other things that my husband and I were not going to do.  My son, on the other hand, took two days of lessons, and then I had to ski faster to keep up with him.  We all learned new things over the weekend thanks to people who knew more than we did.  And that got me thinking...

As part of my day job, I've been doing some work on mentoring programs and best practices around mentoring.  A disturbing theme that I'm seeing in my research is that mentoring is viewed as something for those people on their way out - that is, if you have a mentor, you're obviously not doing very well in your current position.  I'd like to take that idea and throw it out the window!!

Think back to 7th Century BC...Thales, one of the 7 ancient sages, founded a school of philosophy to share knowledge.  Every philosopher that came after Thales learned from the ones who came before.  Fast forward 1500 years to the Middle Ages, and you have apprentices who are learning and perfecting skills taught by master craftsmen.  Fast forward to today - we have apprentices who work under a master in a skilled trade; we have Masters students who study for a Doctorate under the supervision of an "expert;" we even have television programs where musicians are being mentored by current stars.  In all sorts of fields throughout history, people learn from those with more knowledge.  But we're suppose to look down on that in the business world?  Inconceivable!!  (to steal a line from The Princess Bride)

If you are a mentor, you have one of the most important jobs around.  You need to have a wealth of self-awareness and understanding about what makes you successful, and then you have to be able to share that with your mentee in a way that they can internalize and apply to their own development.  You have to dig in and push someone beyond their comfort zone because you are the person who is helping someone else define their future and take appropriate steps to reach those goals.  That is no small task!

If you are being mentored, you know that learning from someone who has been in your position or is in a position you would like one day is the best way to explore that experience...without actually going through the experience.  A person being mentored has basically stood up and said "I want to be the best that I can be" and has found people to help him or her achieve that best and is willing to take on the difficult work of self-reflection and achieving goals to become their best.  This is not not the behavior of a person headed out the door - this is the awareness and actions of someone that you want on your teams! 

You may not ever follow someone down moguls or terrain parks while skiing, but if you have the drive to help others as a mentor and/or the desire to achieve your best by being mentored, the resulting relationship will set both of you up for success no matter what path you choose.

Monday Oct 20, 2014

No Raise? No Development? No Way!

The other day, I was asked why we should be concerned about development if we're not getting raises or bonuses.  I asked the person if they were getting a ‘performance review’ or a ‘salary review.’ After chuckling, the person responded "Yea, but really, what's the point?"

What’s the point? Let me start with a story.

When I was in grade school, I told my mom that I thought I should get an allowance. After all, my friends did. Mom and I negotiated, and I walked away with $3 per week. At the end of the first week, I asked my mom for my allowance, and she gave me $3 with an extra piece of paper. When I opened the paper, it was a bill…for $5.

Mom explained that this was my charge for room and board – after all, I was earning money, so it was only fair that I contributed to household expenses. When I complained that the bill was more than I earned, she simply said “You’ve got a problem, then.” She explained that when you are part of anything – family, team, or organization – you do certain things because they are expected of you as part of your role.

So let’s go back to development – why should you care? There’s no immediate financial reward (unless you count your paycheck). You’re not getting a diploma. You’re not having a party thrown in your honor for completing a class. So why should you care?

Because development is something expected of you as part of your role – your role on your team, in your organization, in your community and in society.

Dictionary.com defines “development” as the act or process of developing; growth; progress. If we chose not to grow, adults would still act like 2-year olds (okay, some still do, but that’s another post); technology would be irrelevant; and we’d still be rubbing sticks together to make fire.

Since I like the idea of growth and progress rather than stagnation and uselessness, here are some reasons why I bother with my own development (and why you might want to bother, too):

  • Preparation for the Future: Learning new things, studying emerging trends and exploring possibilities prepare me for changes that will happen in the future. I can’t predict what will happen, but if I have knowledge of the possibilities, I can predict what I might do in different circumstances. (Shell Oil refers to this as ‘scenario planning’ and uses it extensively in developing Shell Scenarios to aid their business strategies).
  • Career Advancement: I’m not aiming for a C-level position (I’m sure Mark and Safra are relieved), but I know that if I am continually improving my skill set and my capabilities, I’ll be ready if/when an opportunity comes up. And I also know, based upon what I’m learning about myself and my skills, what kind of opportunity I’m actually willing to take on.
  • It Keeps My Brain Happy. I have to admit, I’m one of those people who does not do well stamping loan papers “Paid in Full” and calling it a day (that was actually one of my summer jobs in college). With every new thing learned, I end up asking more questions…and learning more new things…and coming up with more new ideas.  All of these new ideas form new connections for me and keep my brain engaged in my work.
  • My Manager Cares About It. Listen up, leaders! If you care about development (including your own), your people will care about it too. My manager pushes information to me, she asks about my interest in different conferences, she asks about new things I’m learning. And she shares new things that she’s learned, information from conferences, etc. She takes an interest in what I know and how my knowledge applies to what we’re trying to do, and having a manager who cares can be a great motivator!
  • The World Is Changing. Knowledge doubles about every 12 months. What you know now is probably not what you will have to know in three years. If you keep abreast of new developments, you will be able to incorporate these things into your work and show that you are future-minded. Need an example? Twelve years ago, you didn’t know about wikis, LinkedIn (both 10 years old) or Twitter (8 years old)
  • My Network Needs It. Every time I learn something new, I have the potential to interact with other people learning the same thing. I might interact with people who have the potential to mentor me. I might interact with people to whom I can teach this new thing. All of these provide the opportunity to expand my professional network and build relationships that might not have existed if I wasn’t willing to learn something new.
  • Collaboration Rules. As our business environment moves more toward collaboration, it will be increasingly important that we’re able to work together and share knowledge (check out the HBR Insight Center Making Collaboration Work). However, if you are unwilling to learn anything new, you won’t have much to contribute in a social and collaborative world.

Development doesn't have to be taking a class (see my post on 45 Ways to Check the Development Plan Box). Rather, pick something that you’re passionate about and determine how that passion ties into your business role.

Maybe you’re excited about developing a new application that customers are going to love – do a 30-minute presentation to a Sales team to show off those new features. You’re fine-tuning presentation skills; learning more about customer needs (because Sales folks will tell you what will/will not work); expanding your network (because now you and the people in your presentation know of each other); teaching others (and improving your own knowledge); and preparing for the day when you get asked to present at OpenWorld (but you don’t know that’s coming yet).

You might notice that none of the reasons on my list are associated with salary or bonuses. Instead, they’re all about preparing yourself for future opportunities. The future might hold opportunities you would love that don’t exist and haven’t even been imagined yet; but you have to be ready for those opportunities...and that is why you should care about your development.

Monday Aug 25, 2014

Coachable Employees Require a Good Coach

Quite a few years ago, I experienced one of those stand-out moments of my life – I sat next to Nadia Comaneci for almost three hours as we flew from Cincinnati to Los Angeles. I competed in, coached, and judged gymnastics, and Nadia’s picture was in my locker all through high school to serve as inspiration for my endless hours in the gym. To say that I was thrilled is a complete understatement.

On a USA gymnastics tour, Nadia had visited the gym I worked at, so I re-introduced myself, and we started talking. She had just talked to Bela (Karolyi) that morning about the upcoming Olympic Trials, so we talked about who we thought would make the team, how gymnastics had changed since we both competed, and all those things that older gymnasts talk about. When I asked about what it took to earn perfect 10s, Nadia simply explained that she did what Bela told her to do. Quite simply, Nadia was coachable.

Interestingly, both Webster and Dictionary.com provide a definition for ‘Coach’ but no definition for ‘Coachable.’ I’m going to change that. I would define coachable as having the capacity to receive constructive feedback, trust in what a coach is telling you, and modify performance based upon that feedback. It is mandatory in the sports world, and I believe it is mandatory in the business world as well.

So, how do you build coachable employees? I’m not sure you can. If you look at my definition, ‘coachable’ is a mindset that is actually the responsibility of the individual, not of the coach. However, I think there are four pillars of a coaching relationship that can impact your ability as a coach and your employee’s ability to be coachable. These four pillars are outlined in the table below:

You’ll notice that the first pillar I identified is Infer Positive Intent. I think this is quite possibly the most important pillar. As a coach, I need to trust that my employee really wants to improve, and I need to provide advice that will make him or her a stronger member of the team. If I want to be coachable, I need to believe that my coach has my best interests at heart and will ask me to do things that will have a positive impact on me and my career. Positive Intent forms the basis for trust in the coaching relationship and helps all the other pillars fall into place.

If you’re still reading, it’s obvious that you want to help employees be coachable. But why should they be interested? You might want to fill them in on the benefits of being coachable, including:

  • Increased responsibility. If you prove that you can willingly take advice, learn from others and apply what you are learning, you will build the trust of your manager and likely receive larger assignments with more responsibility. This, in turn, builds your capabilities even further.
  • Accelerated development. Nobody likes to be stagnant. If you willingly accept feedback, you are more likely to receive feedback. The only thing this can do is give you more, broader ideas and increase your potential for professional development.
  • Internal well-being. If you’re coachable, constructive criticism becomes information for change rather than a personal attack. This viewpoint allows you to have a more positive view of yourself and your work.
  • Better relationships. If you are willing to accept and thoughtfully consider feedback, you will be able to build a trusting relationships with your coach and stronger relationships with your team members as they see your willingness to improve.

A willingness to be coached is a critical skill for the success of any individual, and coachable employees contribute to the success of a company. If you want coachable employees, start by modeling coachable behavior yourself, and share with employees why you think being coachable is important. If you’re struggling with where to start, simply ask “Can you tell me more?” the next time you receive feedback and then really listen so that you can better understand that feedback and how you might apply it.

You might not end up on the inside of my locker like Nadia did, but your ability to be coachable or to be a good coach will definitely be admired by others and make it easier for you to succeed at being your best.

Wednesday Jul 16, 2014

45 Ways to Check the Development Plan Box

It's that time of year again...when employees cringe at the thought of creating a development plan, and managers can't wait to check it off the list until next year.  But think about this - I read a blog this week that stated employers have no obligation to be concerned about your development.  You're hired to do a job, and as long as your employer provides the tools and resources to perform that job, they've met their obligation.

Rather than think of the development plan as a box to check off a list, perhaps we should look at the opportunity to create a development plan as a...well, a gift.  If your company is asking you to create a development plan, it's giving you time to think about your career and encouraging your ongoing learning and growth so that you can move your career forward.

I've written two past blogs on ideas for development plans that are not "attend a class" - the last being in 2011 - and I've taken the liberty of updating the list again for 2014 based upon additional inputs, ideas and changes in learning technologies.  Check out the list below and see if there's something in which you might be interested:

  1. Attend a local, regional or national conference. Be sure to bring your findings back to your team. MANAGERS: Make sure you provide the opportunity for your employee to share with the team.
  2. Present at a local, regional or national conference. Ask your manager, peers or mentor about opportunities that exist. Don’t forget about the possibility of presenting at virtual conferences.
  3. Submit ideas to be a guest blogger on a blog that you read and like.
  4. Interview key stakeholders or customers to find out what they like or don't like about your product or service.  Understand their business goals and brainstorm with your team how you can help and how you can build the relationships.
  5. If your company has an internal conference (user groups, engineering conference, etc), apply to present at that.  Actually present if accepted.
  6. Complete a course at your local university or at an online university. Make sure the university is accredited if you’re planning to use your company’s tuition reimbursement program.
  7. If you want to “dip your toes” into virtual learning, Google free online course <insert topic> to see if anything is offered.
  8. Explore Khan Academy to see if there’s an online course that will work for your goals.
  9. Check out iTunes U for a course or podcast that you can listen to while you’re communiting, working out, etc.  You can see a preview of Business topics here.
  10. Finish your undergraduate or Master’s degree.
  11. Write an article for a professional publication or organization.  Be sure to check the submission requirements for the publication!
  12. Join a professional organization and attend a local chapter meeting or seminar. If possible, serve in a leadership position at the local level.
  13. Attend a seminar or workshop offered outside of your company. These are often advertised through professional organizations. Oracle sponsors the Professional Business Womens Conference, and their webinars are free to Oracle employees as advertised in “In the Know.”
  14. Teach a TOI (transfer of information), Lunch & Learn or something similar for your team or another team in your organization.
  15. Create a video on a topic of your expertise and post it to your internal platform (Oracle employees can use OTube upon release).
  16. Review 2-3 journals or magazines every month to monitor industry trends.  You can access many journals through EBSCOHost - commonly available in public libraries with your library card. Oracle employees can access EBSCOHost here).
  17. Read Harvard Business Review or California Management Review to understand business trends.  Both of these can be accessed through EBSCO Host as well.
  18. Pick out a top business book - read it and discuss it with your manager.  This would be a great opportunity to take your manager out for a cup of coffee to get his or her undivided attention.
  19. MANAGERS: Provide a copy of your favorite business book to each member of your team. Use 15 minutes of your staff meeting to discuss a chapter, idea or something else about the book.
  20. Select a technical book to review.  Discuss it with your team, your manager, or your mentor.
  21. Mentor another person.
  22. Ask someone to be your mentor.  Know what you want to get out a mentoring relationship before asking someone.  You may also want to talk with your manager about possible mentors.
  23. Pair up with an Accountability Partner. Different from a mentor, this is a person that you meet with to provide each other with suggestions, feedback and encouragement about your goals and objectives.
  24. Conduct Informational Interviews (about 30 minutes in length) to learn more about different people and lines of business in the company
  25. Volunteer on the board or on a committee of a professional organization.
  26. Google free webinar <insert topic> and see if there's a free webinar that interests you.  Attend and share what you learned with your team.
  27. Start a blog to share your thoughts with others.
  28. Participate in an online community - respond to a blog, start a group on LinkedIn or Facebook, etc.
  29. Join a TwitterChat for a topic area of interest…and participate. You can view the Twitter Chat schedule to see what’s out there. Some topics of interest include Blogging, Business, Career, Communications, Customer Service, Human Resources, Information Technology, Marketing, Social Media, and Technology
  30. For Oracle employees, participate in the Mission Red Innovation Engine.  This is a new tool out of EMEA, designed to turn good ideas into great innovations.
  31. Attend a web-based class offered through your company.
  32. Engage with local colleges to be a guest speaker or host a workshop on campus.
  33. Look for volunteer opportunities with state and local government agencies to provide IT help (if you’re an IT type of person). Many agencies need help in all sorts of areas outside of IT, so if you’re interested, ask if they need help in your area.
  34. Plan a technology fair, science fair or something similar for your company.  Recruit people to present and share ideas.
  35. Join an open source project and get involved in the product development, forums, or aliases.
  36. Lead a group of volunteers for community or charity work to build your leadership skills.
  37. Join the board of a non-profit.  This will give you the ability to assess an entire organization and work on cross-business initiatives, all while doing something good.
  38. If you have a Masters degree, check with a local university or college about becoming an adjunct professor (sometimes called a contract or network instructor).
  39. Volunteer to teach computer skills (or your area of expertise) at a Senior Citizens Center.
  40. Ask your local school districts if they offer any kind of special event around kids and technology.  Volunteer at that event.
  41. Coordinate an internal conference where best practices can be shared for a team within your company - a sales conference for sales people; an IT conference for your technical team, etc.
  42. Volunteer to teach a class at a local Recreation Center or Community Center.
  43. Apply to teach classes for a continuing education program (typically offered through local universities or community colleges). These programs sometimes don’t have the same instructor requirements as becoming an adjunct professor.
  44. Start keeping a reflective journal. Simply record your thoughts about what is happening in your development process and use those reflective thoughts in career conversations with your manager.
  45. Attend a MOOC (massive, open, online courseware).  MOOCs provide access to world-class content on a variety of topics for free.  You just need to have the desire to attend.  Current providers include edX, Coursera and Udacity.

A word of warning about this list: this is just a list. It requires human input to determine how to effectively incorporate one of these ideas into a personal development plan. If one of these options looks intriguing, a manager and employee should work together to determine what, exactly, is expected from the activity and how, exactly, an employee will grow as a result of an activity. Any of the ideas on this list should be used simply as a seed to start a manager/employee discussion.

As you can see, there are many more options for "development" than just attending a class.  If you have other ideas that should be added to this list, please leave a comment in order to share with everyone else.  Hey, then you can add #25 to your plan!

Happy planning!

Friday Jul 11, 2014

What Does Your Personal Learning Environment Look Like?

As we were finishing a conversation this week about blogging and communicating, my colleague asked, “What’s your motivation for writing?”

After thinking for a minute, I realized that I write because it allows me to synthesize all the information that I’m receiving about a particular topic. As I write, I can recognize common threads, define questions for myself, come up with possible answers and make sense of all the content that comes my way. Blogging is, quite simply, one tool that I use to learn about and organize information.

This realization made me think about the concept of personal learning environments (PLEs). I first heard of PLEs last summer when we were at my neighbor’s house for a backyard fire. My neighbors are teachers, as were a large number of other guests, and they were all talking about their PLEs. As a learning person, my ears perked up.

I found out that a PLE is basically a flexible structure – identifying digital and non-digital resources that help people organize the influx of information that is a part of their learning. All of the applications, tools and resources in a PLE are selected by the user, thereby the ‘personal’ part of the equation. The “E” is a visual representation of everything.

Because it seemed like a fun thing to do, I mapped out my own PLE, and it looks like this:


My PLE shows my ‘gathering’ activities on the left and my ‘action’ stuff on the right. I’m a big gatherer of information – I love to read, search and explore, and I do this with a wide variety of tools and resources. Once I have this information, I move to the right side of the page – I need to act on it. For me, ‘action’ might mean aggregating like ideas, writing a blog or tweet to share some kind of insight, sharing the information with my colleagues, or putting something out on Beehive for later use.

Yesterday, I felt like my brain is just always busy. Today, my PLE gives structure to how I gather and process information. Educators argue that mapping this PLE and understanding how we deal with the huge influx of information gives us the opportunity to reflect and build our capabilities around any given topic. This is a key feature in what educators call Information Fluencya triad of domain knowledge, critical thinking and presentation & participation – a state of competency in any subject.

The University of Alaska, Fairbanks has mapped out some common activities that occur as part of the Information Fluency triad:


Although this concept is used in the education world, I think it has a great deal of significance in the business world as well. Think about it like this: You have a person supporting a new product (I’m going to use ‘his’ just for ease of writing). That person needs to increase his knowledge about the product and does so by talking with others, reading user guides, observing other support people (domain knowledge). As knowledge increases, he can start analyzing issues, explaining problems, etc. (critical thinking). As he becomes an expert, he might blog about the product, speak at OpenWorld, or serve as a mentor to new people (presentation & participation).

The Information Fluency triad provides the model for defining competency; the Personal Learning Environment identifies the tools and resources used to achieve that competency. Understanding these two components might make us better at helping our people learn the things they need to be successful in their roles.

Overall, I think mapping your Personal Learning Environment is an interesting exercise as it gives you the opportunity to:

  • See how you access information and what you do with that information
  • Identify areas of strengths
  • Identify areas for improving knowledge and/or productivity
  • Use it as a discussion point with your manager
  • Use it to define opportunities for your development plan
  • Reflect on how you learn and how you are motivated

So, my challenge to you is this: map out your personal learning environment.

If you’re concerned about what it should look like, don’t be. Google ‘personal learning environment’ and click “Images.” You will see that a PLE is as unique as any one individual. Start small and take your time – PLEs are meant to be dynamic and will change and adapt to your learning needs and goals.

Those teachers talked about a lot of other things around the fire that night, but I’ll save those for another post!

Wednesday Apr 16, 2014

Start-Stop-Continue in Transitions

What do Sigma, a Leadership class and a webcast have in common? They’ve all created ideas that are swirling around in my head! Let me start from the beginning. I was sitting in on a leadership class for midlevel leaders, listening to a conversation about competing priorities and how to address them. Last week I listened to a web-cast that suggested leaders should create a “Do Not Do” list. I’m also exploring some ideas around transitioning to a leadership role and what an individual needs to do differently.

I struggled a bit with a “Do Not Do” list because it just seems a bit negative, and then my Sigma training kicked in and I thought of a great exercise we used to do…and I think it might work for new leaders, or really anyone who’s taking on a new role. It’s a simple Start-Stop-Continue exercise to identify behaviors and actions that you need to address.

Here’s how you do it. Take a piece of paper and draw three columns on it. At the top of one column, write Start; in the next column write Stop and in the last column write Continue. Then, close your eyes and really think about your new role - imagine what it will look like if done very successfully. If you’re a first time leader, you’ll want to think about how your leadership role is going to be different from your individual contributor role. If you’re a midlevel leader, you’ll want to consider the difference between managing people and managing managers. And if you’re an individual contributor, you might want to review your development plan and think about what your goals are for the future.

Now, open your eyes and write down those behaviors or actions that you need to Start doing in your new role. Continue to write down behaviors and actions that you need to Stop doing and then Continue doing. Now, take a good look at your list. Will your role or development be negatively impacted if you stop anything on the Stop list? Will your role or development be positively impacted by those things on the Start or Continue list?

If you have so many things on each list that you feel overwhelmed, try prioritizing the list. This may require a conversation with your manager!! You might ask questions like:

  • When choosing to continue a behavior/activity, what can I do to be more effective in that behavior/activity?

  • What behaviors or activities do the best leaders I know exhibit? Are those on my list?

  • What have I said I would never do as a leader? Are those on my Stop list?

This list could end up being your friend – it can feed into your development plans; it can help you prioritize your work; it can help clarify your role. If you choose to do this, I would make two suggestions. First, share your list with your manager to get his or her input. He or she might have some ideas that could provide a clearer focus for you. Second, keep your list and pull it out every quarter to review. This is a great way to determine if you’re modifying your actions and behaviors the way you want or intended.

Hopefully something like this can help keep you on track when changing roles!

Thursday Aug 08, 2013

Scenario Planning for Your Career

Why would you “scenario plan” your career? Scenario Planning is used to chart uncertain futures and possibilities. And let’s face it – careers seem to be on an ever-changing path of uncertainty, so why not plan for those possibilities?

I’ve been intrigued with the concept of scenario planning since about 1995 when I was asked to participate on a small team to create scenarios for our business and help define our "move-forward" strategy. Shell Oil has been creating scenarios since the 1970s and is probably one of the best known companies in this area.  Using these scenarios have helped Shell predict future possibilities and move nimbly to address them.  Shell believes so much in scenario planning, that they've even published "Scenarios: An Explorer's Guide" for people who want to expand their scenario-thinking capabilities.

If you’re unfamiliar with scenario planning, the gist of it is this: you identify a problem and two major forces likely to bear on that problem. Lay these two forces on a grid (x and y axis) and come up with “stories” for each quadrant of the grid. The stories outline what the future looks like and how you got there. Then devise a strategy for surviving each of the scenarios.

Wired magazine wrote a “Guide to Personal Scenario Planning” using the example of an aero-space engineer and possible career scenarios. This is a great step-by-step guide to get you thinking about different possibilities for your career.

My career is in corporate education, specifically leadership and professional development. When I apply scenario planning to this, two major factors that might impact me are “free agent” employment where people bid on jobs they want and the need for “just-in-time” (JIT) content. My grid, then, looked like this:

Once I had this grid, I was able to create the “stories” for each quadrant:

 And from there, I was able to create the implications of each scenario and possible actions I should take to prepare for each possibility:

Scenario planning takes some thinking - especially when you're first creating your list of uncertainties that will become your x and y axis.  I also found that while extracting the implications from the stories wasn't that difficult, defining possible actions to take required some more thought.  I tended to view actions from the "corporate organization" perspective rather than from the "me" perspective - possibly due to the fact that I've used this process in organizations, and that's what I'm used to.

Scenario planning isn't going to solve every career problem for you, but as you think about a career conversation with your manager, it might provide some ideas and possibilities that you've never considered.  Yes, it's a powerful tool for business strategy, but it can be just as powerful for your career strategy!


Monday Mar 04, 2013

Be Mindful of...Well, Everything

When I was about five or six years old, I spent a lot of time in the summer practicing cartwheels in our yard. When I was seven, I entered a gymnastics gym for the first time, and it was love at first tumble. More than 20 years of my life have been spent with the sport of gymnastics, and I’m finding out that the sport has served me well – even in the area of business.

As I started to compete, we used a technique called “visualization.” With over 48M hits on Google today, “visualization” was new back then. The concept is simple – use mental imagery to “see” yourself going through your routine perfectly. You’re called…you present to the judge…you mount the balance beam…your toes are pointed…you do you first tumbling element…perfect stick… full turn…perfect stop at the end…getting ready for your dismount…deep breath…relaxed…push off the beam…great height…twist…turn…land…stay tight…no steps…perfect...present to judges…smile…walk off the floor with shoulders squared.

The concept of visualization is so powerful because during the process, your brain directs your muscles to work in a desired manner, creating neural patterns in your brain that are identical to the actual physical performance of the movements. This mental rehearsal allows you to train your mind and body to actually perform the skills. Visualization allows an athlete to improve self-awareness, increase concentration, focus on purpose, reduce pressures, and manage his response to a situation.

The same concepts are a growing trend in many business related fields, but it has morphed into the term “mindfulness.” Mindfulness originates from Buddhist teachings and is now commonly incorporated into aspects of western psychology. At its core, mindfulness can be described as a state of nonjudgemental, present-centered awareness – basically, “being in the moment.”

Mindfulness is huge in the leadership field – a Google search will return over 6 million hits! Mindful leadership simply means giving your full attention to the moment without. According to Harvard professor Bill George, mindful leaders “tend to be more effective in understanding and relating to others, and motivating them toward shared goals. Hence, they become more effective in leadership roles.”

Mindfulness can be an invaluable tool for leaders, engaging the part of the brain responsible for building and sustaining relationships, defining purpose, improving self-awareness and managing stressful situations. Let’s say that you buy into the concept of mindfulness and think it can be helpful – how can you practice mindfulness? WikiHow provides five steps to get you started:

1) Learn more about mindfulness. Being aware of what mindfulness is can help you understand how you might incorporate it into your daily activities. With a big thanks to my colleagues, here are some resources that you might want to check out:
  • Book: The Mindful Leader: Awakening Your Natural Management Skills Through Mindful Meditation
  • Mindful.org, especially the “at Work” link
  • Mindfulnet.org – follow the links on the right for Mindful Leadership

2) Start practicing mindful meditation. No, you don’t need to sit in a dark room and chant “ummm.” Instead, find a quiet spot each day and spend five minutes focusing on clearing your mind. Pretend all your thoughts are on a blackboard, and your job is to clean the blackboard so you can start fresh.


3) Practice mindfulness outside of meditation. Be aware of yourself and your emotions, but practice removing distractions so you can focus on the moment at hand.

4) Have gratitude. Recognize those things that you might have taken for granted. Acknowledge the foundations that have been established that you can build upon.

5) Analyze. When faced with any situation, take into account those things that can color your judgments – consider your physical body, your feelings, and your state of mind. Try to remove these things from the situation so you can make better (i.e. non-biased) decisions.

For me, it started with visualization to be more aware of my body and my reaction to stressful situations (e.g. a gymnastics meet). Mindfulness extends this practice to be fully aware of my environment, including myself and those around me.

General Mills has introduced mindfulness into their organization, and, as a result, 80% of participating leaders say that they are able to make better decisions with more clarity; 89% say that they have become better listeners. Genentech based a training program on the principles of mindfulness and experienced a 50% increase in employee collaboration, conflict management and communication and went from “rock bottom” employee satisfaction scores to one of the best places to work in the IT world.

Is mindfulness the newest “magic bullet?” Highly doubtful, but practicing mindfulness does offer the opportunity to think with clarity, engage in the moment, make better decisions and improve your performance. And if you’re a leader, those are not bad traits to model to your team.

Monday Feb 18, 2013

What is the Return on You?

In the corporate learning industry, there’s a lot of talk about who is responsible for employee development. If you’ve read any of my posts, I’m pretty sure that you can tell I think each individual is responsible for his or her development. The resources offered in one’s work environment (managers, classes, mentors, etc.) are simply tools to help you achieve your goals. With that in mind, I’d like to challenge whoever is reading this to think about the Return on You (ROY).

I was first introduced to ROY about eight years ago when I read Fred Nickols’ article “Forget the ROI of Training: What’s the Return on You (ROY)? ROY started me thinking about how I approach work. Is work just a job where I’m entitled to certain things, or is work my contract with my employer about what we will provide to one another? Your answer to this question, I think, determines your approach to work and your satisfaction with what you do.

So, what is ROY? ROY is defined as “the return on your company’s investment in you.” Simply put, ROY is the benefit you provide your company after subtracting your wages and benefits. What is your economic value to your company? Are you a good investment for your company? Do you provide a net worth, or are you an expense? Kind of scary to think about, isn’t it?

In my last post, I questioned who your CEO was. I’ll give you a hint, your CEO is reading this right now. So, if you are the CEO of yourself, what does that make you when you’re at work? I think that it makes you an independent consultant. Whoa!! An independent consultant, you say? But that means I have to be really serious about my work. Umm…yea. You do.

Think about it. We grumble because our manger/VP/company (you pick) doesn’t provide us the opportunities that we think we need. What if, instead, we approached our work like a consultant and our employer like our customer? You still need to work, but now you need to figure out what your end goal is. You now need to figure out how your work meets the goals of your client and the goals you’ve set for yourself. You need to figure out where your skills are lacking and how you’re going to meet those gaps in order to meet your client’s needs.

If you’re not scared yet, take a look at Nickols’ work on ROY – at the end of the paper, you’ll find a worksheet on calculating the Return on You. Take out your learning notebook, because here’s your assignment: after reviewing the ROY worksheet, identify the value(s) that you bring to your company. Step two: think about your current job role and document the benefits that you think your company expects from you and the benefits/growth you would like to receive from this job role.

No relationship should be one-sided. Hopefully by thinking about the benefits you and your company provide to each other, you feel that you have a little more ownership in the relationship between you and your company

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!

Friday Jan 13, 2012

7 Ways to be a Better Leader in 2012

The past couple of weeks, I’ve received a lot of newsletter emails about resolutions – I guess the beginning of the year is a good time for that! Most of these newsletters have an article or two about improving your leadership skills in 2012. Rather than send you to all the web site to sift through loads of content, I thought I might summarize for you some of the tips on being a better leader in 2012.

1. Take time to reflect. By being reflective, you give yourself time to think about what is going well and what needs to be changed – this time gives you a chance to learn from your experiences. Some questions you might ask (both for yourself and for your team) are:
  • What are you most proud of in 2011?
  • What are you most looking forward to in 2012?
  • What are the goals/steps that you are dedicated to moving toward in 2012?

2. Re-focus your team. Everyone is more excited about the job that they’re doing when they understand how their work ties into business goals. Take time in a team meeting to ask questions like: Where are we going? What do we believe in? Why do we exist? Don’t have those team meeting? Start scheduling them.

3. Ban “To Do” lists. Yes, getting things done is important, but I also have things on a “to-do” list that don’t really matter if they get done or not. Instead, start tracking an “Accomplishments” list to differentiate between the mundane (checking Facebook) and the truly important.

4. Paint Your Legacy. What do you want to look like in 10 or 20 years? What do you want your team members to say about you when they talk about the manager they had in 2012? Imagine what you want this future to look like and make the choices today that will get you there tomorrow.

5. Be social. “Social” is here to stay. Learn how you can use social media/activity to your advantage. You can use it to build your brand, engage team members, interact with peers, etc. The old advice was to “manage by walking around” – social activity is how you do this in the digital age.

6. Work your network. This does not mean “use people to your advantage;” this means being conscientious of your relationships. Work at building relationships and making them better. Don’t forget that part of networking is giving back to the other person – make sure that when you’re requesting help, you can offer help in return.

7. Engage your people. Engagement doesn’t equate to money (don’t get me wrong, money is nice, too). Engagement is your ability to get your team excited about the work they’re doing; it’s the level of motivation one has for his or her job; it’s the team’s ability to solve problems with you removing roadblocks. If your team is engaged, chances are pretty good that you’re excited about going to work as well.

Probably most important in these seven tips is how you’re going to change. Instead of saying “I want to develop my network,” decide the specific actions or behaviors that you are going to start or stop this year to mark your accomplishment. If you want to “develop your network,” maybe you’ll join a professional organization and attend meetings, or maybe you’ll start tweeting. Maybe you’ll stop working 18 hours on Thursdays so you can attend those meetings. By outlining those things to stop and start, you’re likely to see actual changes throughout the year

Here's to a great start in 2012!

Monday Sep 12, 2011

You're a Manager...Now What?

You shone as an individual contributor.  You completed assignments that were thought impossible.  Your reward?  You were given a team and told "Congratulations.  You're a manager."  Gulp!  Now what do you do?

You refer to this blog for resources that can help you shine as a manager, too!  Plenty of resources exist to help you in your transition to management, but I think the resources below are some really good ones for people new to a management role:

  • www.12manage.com  - when you're in a meeting and someone mentions the Theory of Reasoned Action or a PEST analysis and acts like everyone should know what it is, head to this site.  12manage defines over 2000 management theories across 12 disciplines, including areas like strategy, decision-making, leadership and communications.
  • www.managementhelp.org  - also called the Free Management Library, this site provides overview and in-depth information on over 650 topics managers deal with, including coaching, crisis management, social networking and finances.
  • www.businessballs.com  - started as a "free ethical learning and development resource," the site has over 200 topics across 10 categories, all designed to help you be a better employee ad leader.
  • iTunes University has some great channels and podcasts on improving your management skills.  What Great Bosses Knowincludes titles like " Tips for New Managers," "The Power of Questions," "The Myth of the Open Door" and "Secrets of Great Coaching."  The HBR Idea Cast channel has titles like "Can Introverts Lead?," "What's Holding You Back?" and "Learn from Failure."  Another channel that looks interesting (but I haven't had time to explore) is The Look and Sound of Leadership.
  • www.mindtools.com  - MindTools (TM) provides a variety of resources to help you become exceptionally effective at management and leadership skills.  Although parts of the site are fee-based, the content offered for free is worth checking out.
  • YouTube has a variety of interesting channels to which you can subscribe.  When you subscribe, new videos for that channel are added to your YouTube home page, and you can elect to receive an email for new postings as well.  Harvard Business Review is a great channel, and a list of educational channels can be found here - click the "Most Subscribed" tab to see the most popular education channels.
  • EBSCHost - provides articles from a large database of magazines, journals and other resources, including Fast Company, Harvard Business Review and MIT Sloan Management review.  EBSCO also provides Business Book Summaries - short overviews of current business books.  Oracle employees can access EBSCO here.  Outside of Oracle, you can likely access EBSCO through you public library.

So, how can you actually use this information?  Let's say that you are a new manager, and you have a development conversation with your manager.  Yes, I used the term "development conversation" because those are important, and you should have them if you want to improve you capabilities!  Anyway, you determine that you need to improve your decision-making skills.  Here's what I would recommend:

  • Review "decision-making" at the Free Management Library and at businessballs.com.  Use the information you find there to further define the aspects of decision-making that you need to improve.
  • Take the quiz "How Good is Your Decision-Making?"at MindTools (TM).  Use this information to further refine your goals for improvement and to brainstorm some specific examples of things you might do.
  • Browse YouTube and iTunes to see if there are any videos or podcasts that you can watch about decision-making (put the term in the search box).  As you watch, take notes on things that you might or might not do and determine what you might discuss with your manager or present to your teammates.  Some videos that might be of interest include:
    • The Future of Decision Making - presented by John Rymer, Vice President and Principal Analyst at Forrester, addressing business' need to make smarter, faster decisions to reduce risk and stay profitable.
    • How Companies Can Make Better Decisions - a Harvard Business Review interview with Marcia Blenko, leader of Bain & Company's Global Organization Practice, on integrating effective decision making into your business.
  • Search EBSCOHost to find relevant articles or book summaries on decision-making.  Remember, if your company doesn't subscribe to EBSCHost, you can probably access the database through your public library.
  • From your research, determine one or two things about your decision-making skills that you want to change.  On your development plan, record those things with specific expectations.  Review this with your manager.
  • Check in with yourself, your manager, your direct reports, or your peers on a regular basis to determine if your skills are improving.  You may decide to check in with a few people on a monthly basis, your staff on a quarterly basis, etc.  If you need a tool to track your progress, consider the Stop-Keep-Start concept.  Basically, define your role and area for improvement and then ask what behaviors your should stop, keep and start.  An example might look like this:

Role: Manager

Intended Change: Improve Decision Making Skills

Behaviors to Stop

Behaviors to Keep

Behaviors to Start

· Making decisions without team input

· Make decisions quickly

· Balance pros/cons of decisions

· Gain input from team on product release decisions

If you have others complete a Stop-Keep-Start analysis for you, ask them to be specific in their feedback, and you'll have a great mechanism for deciding specific actions you can take to improve your skills.

  • At your goal point, discuss with your manager your awareness of new decision-making skills, your implementation of those skills, and your next steps for improvement.

Remember, being a manager is different from being an individual contributor - you have more than one person to look out for, and your work in now focused on a bigger picture.  Transitioning into this role is a process, and, as such, it will take both time and effort on your part.  Your best approach is to work with your manager, be open to suggestions for improvement, and remember that you got to this position because you are successful.

If you have additional transition tips or helpful resources, please feel free to leave a comment so that others might learn from your experiences.

Happy managing!

Friday Aug 12, 2011

Dancing Around Development Plans

It’s no surprise that for most employees, creating a development plan ranks right up there with getting a root canal. Did you ever think about it from a manager’s perspective, though? A manager not only has to create their own development plan, but they have to help create meaningful plans for everyone working for them as well. So, if you’re a manager, how can you come up with meaningful development options for all of your employees? Maybe take a look at the ideas below!

Last year I wrote a blog entry called “30 Ways to Foil Development Plan Dread.” This year, I’m updating it with some different ideas and some hints for moving forward with these ideas.

Employee development isn’t just attending a class and checking that box at the end of the year. Employee development is a continual process in which a manager and employee both need to be actively involved. The list below provides some ideas for development opportunities beyond the “attend a class” option.

  1. Attend a local, regional or national conference. Be sure to bring your findings back to your team. MANAGERS: Make sure you provide the opportunity for your employee to share with the team.

  2. Present at a local, regional or national conference. Ask your manager, peers or mentor about opportunities that exist. Don’t forget about the possibility of presenting at virtual conferences.

  3. If your company has an internal conference (user groups, engineering conference, etc), apply to present at that.  Actually present if accepted.

  4. Complete a course at your local university or at an online university. Make sure the university is accredited if you’re planning to use your company’s tuition reimbursement program.

  5. If you want to “dip your toes” into virtual learning, Google free online course <insert topic> to see if anything is offered.

  6. Finish your undergraduate or Master’s degree.

  7. Write an article for a professional publication or organization.  Be sure to check the submission requirements for the publication!

  8. Join a professional organization and attend a local chapter meeting or seminar. If possible, serve in a leadership position at the local level.

  9. Attend a seminar or workshop offered outside of your company. These are often advertised through professional organizations. Oracle sponsors the Professional Business Womens Conference, and their webinars are free to Oracle employees as advertised in “In the Know.”

  10. Teach a TOI (transfer of information), Lunch & Learn or something similar for your team or another team in your organization.

  11. Create a video on a topic of your expertise and post it to your internal platform (Oracle employees can use OTube, create podcast or a webcast)

  12. Review 2-3 journals or magazines every month to monitor industry trends.  You can access many journals through EBSCOHost - commonly available in public libraries with your library card. Oracle employees can access EBSCOHost here).

  13. Read Harvard Business Review or California Management Review to understand business trends.  Both of these can be accessed through EBSCO Host as well.

  14. Pick out a top business book - read it and discuss it with your manager.  This would be a great opportunity to take your manager out for a cup of coffee to get his or her undivided attention.

  15. MANAGERS: Provide a copy of your favorite business book to each member of your team. Use 15 minutes of your staff meeting to discuss a chapter, idea or something else about the book.

  16. Select a technical book to review.  Discuss it with your team, your manager, or your mentor.

  17. Mentor another person.

  18. Ask someone to be your mentor.

  19. Volunteer on the board or a committee of a professional organization

  20. Google free webinar <insert topic> and see if there's a free webinar that interests you.  Attend and share what you learned with your team.

  21. Start a blog to share your thoughts with others.

  22. Participate in an online community - respond to a blog, start a group on LinkedIn or Facebook, etc.

  23. For Oracle employees, participate in a Social Chat. This is a great tool for hearing grassroots ideas and sharing possibilities.

  24. Attend an instructor led class offered through your company.

  25. Attend a web-based class offered through your company.

  26. Engage with local colleges to be a guest speaker or host a workshop on campus.

  27. Look for volunteer opportunities with state and local government agencies to provide IT help (if you’re an IT type of person). Many agencies need help in all sorts of areas outside of IT, so if you’re interested, ask if they need help in your area.

  28. Plan a technology fair, science fair or something similar for your company.  Recruit people to present and share ideas.

  29. Join an open source project and get involved in the product development, forums, or aliases.

  30. If you have a Masters degree, check with a local university or college about becoming an adjunct professor (sometimes called a contract or network instructor).

  31. Volunteer to teach computer skills (or your area of expertise) at a Senior Citizens Center.

  32. Ask your local school districts if they offer any kind of special event around kids and technology.  Volunteer at that event.

  33. Coordinate an internal conference where best practices can be shared for a team within your company - a sales conference for sales people; an IT conference for your technical team, etc.

  34. Volunteer to teach a class at a local Recreation Center or Community Center.

  35. Apply to teach classes for a continuing education program (typically offered through local universities or community colleges). These programs sometimes don’t have the same instructor requirements as becoming an adjunct professor.

  36. For Oracle employees, use Oracle Alchemy to present a problem or idea and collaborate with others around the globe.

A word of warning about this list: this is just a list. It requires human input to determine how to effectively incorporate one of these ideas into a personal development plan. If one of these options looks intriguing, a manager and employee should work together to determine what, exactly, is expected from the activity and how, exactly, an employee will grow as a result of an activity. Any of the ideas on this list should be used simply as a seed to start a manager/employee discussion.

As you can see, there are many more options for "development" than just attending a class.  If you have other ideas that should be added to this list, please leave a comment in order to share with everyone else.  Hey, then you can add #22 to your plan!

Happy planning! 

Wednesday Apr 27, 2011

Is Your Leadership Style Killing Your Employees?

I attended a webinar yesterday by Kevin Kruse, author of We: How to Increase Performance and Profits through Full Engagement. I typically try to find at least one or two nuggets of information in the webinars that I attend, and when I registered, I figured that any webinar on employee engagement would give me at least one good nugget. Boy was I wrong – the whole webinar was engaging!

Let’s start with some statistics (I’ll get to the killing part later). According to polls done by BlessingWhite, Conference Board and Gallup, fewer than 1 in 3 employees are engaged in their work; only 45% are “satisfied” with their work; and employee disengagement costs companies around $300 billion annually. Additionally, higher performing organizations tend to have more engaged employees (56%) than low performing organizations (27%); and companies ranked high in employee engagement had better shareholder return (17.9%) than companies ranked low in employee engagement (-4.9%).

Now, about that killing part. The engagement surveys also showed that dissatisfied employees weighed about 5 pounds more than their colleagues and were more susceptible to cardiovascular events. Even more surprising, a person’s job satisfaction has a direct correlation on their marital happiness and on the likeliness their kids will misbehave in school (this is called the “spillover effect”). And much of one’s engagement and job satisfaction comes from a person’s interaction with his or her boss. In fact, five questions can determine the quality of boss/employee interaction:

  1. My boss gives me the information I need.
  2. My boss is good at pushing through and carrying out changes.
  3. My boss explains goals for our work so that I understand what they mean for my particular part of the task.
  4. I have sufficient power in relation to my responsibilities.
  5. I am praised by my boss if I have done something good.

If you’d like, you can even take a short quiz to see if you are suffering from boss-related health issues.

In the webinar, Kevin provided a “GReaT” model of leadership. The capitalization is a reminder for Growth, Recognition and Trust, which are three high-impact drivers of engagement. Leaders can take certain step to drive GReaT leadership, including:

To drive Growth & Development

To drive Recognition & Appreciation

To drive Trust & Confidence

  • Hold 1:1 meetings to talk about 3-5 year career goals
  • Identify knowledge, skills, experience and relationships needed to reach those goals
  • Identify ways to close the gaps
  • Meet quarterly to track progress
  • Show appreciation regularly, but make sure it’s deserved
  • Hand-written notes are valued. Write them.
  • Offer recognition publicly
  • When thanking someone, explain how their actions impact the company
  • Ask for opinions and let people be involved
  • Match your words to your actions
  • Be transparent – share good and bad news
  • Acknowledge your mistakes
  • Never say anything you wouldn’t say to someone’s face
  • Focus on the BHAGs (big, hairy, audacious goals)

As a leader, you may want to think about the five questions and how you drive GReaT leadership. The culture that you create with your team members has an impact beyond just your team – it impacts every team member and every person in his or her family. Simply changing how you interact with your employees could lead to higher levels of engagement, fewer health related issues, and better family relationships for your employees…and wouldn’t that be a great impact to have on your universe?

Thursday Aug 06, 2009

Developing You 2.0

A couple of weeks ago, I was entranced by events of 40 years ago (Moon landing, anyone) as they were replayed on www.wechoosethemoon.org. The people involved with sending a manned mission to the moon chose to reinvent themselves, their beliefs and their capabilities in order to achieve a HUGE goal and become players in the future to which they were directed.

Likewise, we have a choice now. Everywhere you look, you see references to 2.0 – web 2.0, eLearning 2.0, technology 2.0, business strategy 2.0. Yes, it's a 2.0 world with a great, big future in front of us. How many of you, however, have given any thought to You 2.0? That is, what specific things do you need to change to be as successful in the 2.0 world as those previous pioneers were in 1969?

Google only returned 24,600 hits when I queried “You 2.0,” indicating to me that it is a relatively unexplored concept. Most sites talked about reinventing yourself so you can achieve your passions in life. My version of You 2.0 is a bit different – I'm simply talking about the “things” (skills, competencies, vision – pick whatever noun you'd like) you need to be – and remain – relevant in a 2.0 world. So, what are they? Glad you asked. Here's my top ten competencies I think you need to survive:

  1. A Personal Brand. (Uniquely You) Anybody remember Davy Crockett? He wasn't just a trapper. He was the “King of the Wild Frontier.” Hell, he was so cool he even had his own theme song. Even today, he gets 969,000 hits on Google. What's your theme song?

  2. Core Values. There's a song that says “You've got to believe in something, or you'll fall for anything.” What is it that you believe in? Know what things are wildly important to you, because those are the things that will guide you through anything you face.

  3. Be a Systems Thinker. Sure you have decisions to make, but take a step back and look at the bigger picture. Does your decision still make sense? Are you inadvertently impacting something else? The ability to manage details while maintaining a broad perspective will make you invaluable to an organization (and to yourself!).

  4. Be Change Able. Shit happens. Sometimes you can control it happening; sometimes you can't. Your mission – should you choose to accept it – is to understand how you and others react to change and know what you can do to make yourself (and others) cope, or even thrive, during those times of change. Things change; those who adapt survive.

  5. Develop Learning Agility. Learning agility is the ability to adapt and react to new situations extremely quickly. How do you develop this skill? Become a lifelong learner – continually acquire new competencies, seek new experiences, and solicit feedback in order to integrate knowledge, skills and abilities. Not surprisingly, studies have shown that learning agility is a great predictor of future success.

  6. Employer as Customer” Attitude. A friend of mine once told me to remember that my company is renting me for 40 hours a week – they didn't purchase me lock, stock and barrel. If you view your employer as your customer, and you're focused on customer services, think about the change in attitude and productivity that can inspire. If your company is paying you for your services, what is their return on you?

  7. Leadership Skills. I firmly believe that you don't need a manager title to be a leader. Regardless of your title, you're always the manager of you. If you work on cultivating your leadership skills, chances are good that you'll be noticed when it's time to lead a project, team, division or something else. At the very least, you've developed an employee that companies desire.

  8. Social Media Savvy. Wikipedia – twitter – youtube – facebook - second life - rss feeds – flickr – digg – technorati – scribd – feedburner – ning – meetup. If you aren't familiar with any of these words, get familiar. Social media will dictate how we communicate in the future. Not only should you be aware of it, you should be engaged in it. If you're completely lost, check out the slideshare presentation “What the F\*\*K is Social Media?” Yea, the title is a bit crass, but it's a really good overview.

  9. Critical Thinking Skills. The amount of information we're faced with grows exponentially year after year. The ability to analytically evaluate things observed, expressed, or experienced and determining an appropriate conclusion uses the higher level thinking skills deemed “critical thinking.” Given that IDC predicts within five years a tenfold growth of digital information that is created, captured and replicated world-wide, the ability to quickly and efficiently analyze this information will be indispensable.

  10. Collaboration. If you didn't get this from the Social Media section, the world is shrinking. It's very unlikely that people will exist in their cubes and never have to interact with others. The more able you are to interface with other people, regardless of title,country, age, etc., the more likely you'll be able to maneuver the 2.0 world.

So there you have it. These are the ten skills that I think are paramount to creating You 2.0.

I'm hoping to expand on each of these in future posts and maybe provide some ways that you can start to develop, or continue to develop, each skill. Until then, map out where you are in the 2.0 world and determine what skills you need to brush up on. By the way, if there are other skills you think are important, let me know.

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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