I leave for Whistler, British Columbia first thing tomorrow morning for Actionable’s annual Consulting Partner Summit, and while I generally pride myself on packing light, I had to level up this time since I’m bringing a bunch of print materials for the event, as well as planning for both warm days and cold nights.
Posts from the ‘Learning’ Category
I learned a lot this year, even if you don’t count all the things I learned for a second or even third time (sigh). I’d been vaguely thinking that I should write something about these lessons, when I had a flash of inspiration. Instead of sharing what I learned this year I realized that it would be much, much more interesting to ask the people I learned from this year what they learned in 2017.
I didn’t expect all of them to answer my request. When they all did, I didn’t expect them all to take time to share a thoughtful contribution. When they all did, I got a teeny bit emotional. I’m very grateful for the generosity of the people on this list and many others who I learned from this year. I invite you to immerse yourself in their thoughts, shared below in no particular order. Best wishes to all for a learning-filled 2018.
It wouldn’t have occured to me to write about technology this week, even after attending Adam Alter’s talk about addictive tech at Rotman on Monday, which made such a big impression on me. Then Austin Kleon’s weekly newsletter landed in my inbox headed by this image, and it felt like a sign.
“Leaders are made not born”.
We must believe this, since our organizations spend a staggering amount of money every year to improve the managerial and leadership skills of their employees.
We also place a high value on leadership as individuals, treating those recognized as great leaders with a kind of cultish reverence. Inspiring quotes about leadership abound on social platforms, often in the same intense language used to describe CrossFit.
Adaptive. Agile. Responsive.
However, as is often the case, the desire for an organization to be something different seems to be strangely disconnected from the doing it will entail at the individual level. That is to say, adaptive and agile sound like fantastic destinations when considered in isolation from the daily practices required to get us there.
If you had to choose between two employees for your organization, both solid performers, one deeply passionate about their work and profession but who will leave within 3 years, and the other who is looking for a long-term career with your company but sees this work as “just a job”, who would you pick? .
If you chose the passionate employee who’s likely to move on soon, why? I’m not suggesting that this choice is wrong. But I am curious about the reasons behind it.
There’s been quite a lot of dialogue in recent years about the ‘Skills Gap’, and the ‘War for Talent’, most of which is a lamentation about the finite proportion of in-demand, skilled workers that our organizations are playing tug-of-war over. If and why this gap persists is a subject of some controversy, but that’s not what this post is about. It’s about a different, and undoubtedly real skills gap, one that HR and business leaders should be truly worried about. Rather than existing at the narrow pinnacle of the workforce ‘pyramid’, it’s found below, eroding its crumbling base. Read more