Posts Tagged ‘relevance’

Does Curiosity Really Kill The Cat?

March 8th, 2020

“I have no special talents. I am just passionately curious.” – Albert Einstein

The age-old adage, “curiosity killed the cat” seems to suggest that inquisitiveness is a dangerous thing; that it leads us down a path of danger, that it is fraught with hurdles and is an unnecessary use of time.

Curiosity, however, is an essential ingredient to great leadership and all too often, we fall into a pattern of accepting things at face value, perhaps because sometimes it seems easier or more convenient to continue as we do, particularly when nothing in particular may need fixing.

Science fiction author C. J. Cherryh famously said, “ignorance killed the cat; curiosity was framed!” Her statement could not be more accurate. A lack of awareness can mean we begin to accept things as they are and can quickly become stuck in our ways of working and doing business. Momentum is stalled and the ideas and innovation that can help to drive businesses stagnate.

So, it should come as no surprise that truly great leaders are also curious leaders.

They seem to be in possession of an extraordinary curiosity for exploring ‘the new’; for learning and discovery; for the possibility of what could be and not merely what is. They are motivated by the desire to improve and better their own lives, careers and the organisations that they lead. They are not satisfied with maintaining the status quo.

Being curious does not mean being distracted. In our hyper-connected world it is a challenge not to become overwhelmed and distracted with the world of information that is available at your fingertips. The ability to effectively channel your curiosity to the things that matter is what defines a ‘healthy curiosity’ and sets the truly successful people apart.

So why is curiosity important? Many articles highlight the value it brings, including helping us to overcome our fears, to building a greater sense of self-awareness and an ongoing cycle of learning. In thinking with curiosity, doing so also acts as a great source of influence, inspiration and motivation and leads to greater agility, innovation and creativity.  Additionally, it helps us to maintain and gain clarity, relevance and purpose in what we do.

Curiosity showcases your personal brilliance: Asking why or how helps us clarify situations and issues. It encourages us to adopt a proactive solution-oriented style of thinking rather than a reactive problematic view of the world.

With that in mind, how can we actively build curiosity in our own lives each day? What follows are five key actions you can take to help cultivate a greater sense of curiosity.

Commit to an open mind: Not only do we need to commit to learning and embracing the new, but also to unlearning and relearning. Our ability to change our view on the way that things have always been done and embrace new ways can be a continual challenge, however a curious mindset will actively support the embracing not only of new ideas but also new ways to approach things.

Ask questions – lots of them: Your outcomes and direction are greatly determined by the quality of the questions you ask yourself and those around you. Seeking understanding and not merely responses will help create and open up new opportunities, solutions and pathways.

Don’t accept the status quo: Challenge the norm – ask why? How many times have we heard the response ‘because that’s the way we’ve always done it’ or ‘that’s just the way we do things around here’ only to discover that the blind acceptance of the status quo is what is holding us back from achieving great things. Creating a safe environment that encourages exploration of the ‘why’ is a key part of developing critical thinking and action-oriented outcomes.

Adopt a healthy regard for learning: Successful individuals and great leaders are never satisfied with what they know. They advocate the need for lifelong learning and recognise that learning does not stop with the acquisition of a certain role or title. Seeing learning as fun and a source of motivation and knowledge will make you naturally want to dig deeper.

Collaborate: None of us have all the answers. Seeking out new relationships and engaging with those around you will ensure that the ‘ideas bank’ remains a rich resource to tap into. Not only does it make what we do more rewarding, but it also provides you with fresh thinking and different perspectives.

We all need to encourage and celebrate curiosity. We need it for both our own careers and the businesses that we lead. We need to see our organisations filled with people who know how to ask questions and who are experienced in finding answers and creating solutions; people who aren’t’ afraid to fall or fail for they know that they have the ability and confidence to stand and continue seeking out the best possible path forward. People who don’t want to settle for ‘what is’ but want to explore the ‘what if’ moments both for themselves and the organisations they work for.

Seeking out the world of possibility and not just accepting the world of ‘what is’ brings so many rich rewards and much fulfillment. Can you think of a recent situation in which your curiosity made a difference, or made a positive impact on your work?

 

The Value of Global Experience

October 7th, 2019

“Success is when I add value to myself. Significance is when I add value to others” – John Maxwell

A new report was recently released in Australia about the struggle that expats have in both navigating the employment market and in leveraging their knowledge and skill set upon their return.

Through my work in career management, and in particular global careers, there have many been calls, coffees and emails – which are growing in number since the release of this report – where people have shared their experiences of frustration, pain and exhaustion in navigating their re-entry into the local job market. Australian expats are struggling to understand how to cut through the dire statistics, that clearly shows international experience is undervalued by recruiters in Australia.

The report found that 85% of returning Australians struggle to find work and 83% of recruiters are cautious about hiring returned expats. Additionally, “A third (34%) of returned expats aren’t even landing an interview for a potential role where their skills precisely match the job requirements. A quarter of returned expats (24%) are landing multiple interviews for various roles, and yet miss out on being offered the job,” the report adds.

There is no doubt that the Australian market is tough to navigate – and in particular for those who have been out of it for some time.

It’s comparatively small, is often regarded as lagging in up to date innovative thinking and diversity and can feel very narrow and at times apathetic in it’s operating practice. Recruiters and corporate Australia appear more often that not, closed to anything that looks or sounds different to the ‘average Joe’.

Overlay the fact that the market is highly networked and our culture is underpinned by the good old tall poppy syndrome, it comes as no surprise that many people are simply overwhelmed and highly frustrated by the challenges faced.

Given that we are all essentially hardwired to want to show up and make a valued contribution, not being able to see how or where to do this – or worse still feeling rejected or undervalued – is both infuriating and demoralizing.

However, global experience is a highly valuable commodity in the Australian market, even though it is difficult for recruiters to understand, and for repatriates to articulate.

The report revealed a positive sentiment among recruiters, where more than half (57%) agree that recruiting returned Australians has a longer-term strategic benefit. The report also went further to suggest that “expats returning home are key to unlocking corporate Australia’s competitive edge.” A recent story that appeared in the Australian Financial Review also highlighted that 80% of CEOs in the country have worked overseas at some stage during their career.

Creating value – and demand for that value – in what we do is challenging when we have been living and working outside of that market for an extended period of time. Just like a financial plan our career plan requires an investment strategy – and ideally one with compounding interest. Additionally,  it also requires a marketing plan if we are to overcome or mitigate the risk of feeling ‘out of sight, out of mind’.

The need for strategic career planning has never been more essential in the returning expat’s toolkit. However, many will only address this in a reactionary manner, starting the planning process only when the need arises.

Three widely known key attributes of wealth are utility, scarcity and marketability. In thinking about our careers, these attributes are similar. Clarity, demand and transferability are three career attributes that will build value and drive your career forward.

How can we use these three attributes to demonstrate genuine career value?

  1. Build Clarity: In what you can do – your core skills, knowledge and experience; what you want to do (motivations and values) and where you think you best fit (culture and environment). Remember, if you can’t clearly articulate it, others can’t see it or refer to it with any real confidence.
  2. Build Demand: If you can’t demonstrate relevance to the current market others won’t buy it – regardless of how much you think your expertise sets you apart from others. Creating demand for what you do and how you do it requires you to nail your value proposition in a manner that engenders confidence and makes you relevant for both today and tomorrow’s market in a cost effective and competitive manner. Engaging others to help you research, understand and link your expertise to current challenges and/or opportunities will help you build your positioning with influence and give people a reason to want to engage with you.
  3. Build Transferability: Re-entering a market where you have little to no local validation can be difficult. People often like to play it safe and make decisions or appoint through trusted advisors and/or when they can see that you have a support system that will support your transition. To demonstrate your nimbleness and resilience invest in your network, your learning and the industry you are a part of or are seeking to be a part of.

Navigating international transitions are difficult, but with the right road map, support and networks around you, the path can be made easier.

Whether you’re looking for counsel on your career plan and how to translate your international skills into the local market, or connect with other globally minded individuals, I offer programs and connections designed to make your return journey an enjoyable and successful one. I also offer this as a service for organisations designed to enhance the retention, engagement and productivity of international workforces.

As always, I would love to hear from you.

The Bounce Back Factor

February 19th, 2019

Yesterday is not ours to recover, but tomorrow is ours to win or lose.’ – Lyndon B. Johnson

We’ve all experienced times where we feel we’ve blown it. It might be choosing the wrong hire or job, a failure to act, a slip of the tongue, an emotional outburst, or just a dumb decision when you think you should have known better. The reality is we all make mistakes, but they don’t have to signal irreversible damage or the end of our career. It is how we react and what we choose to do after that sickening moment we realise our error that determines just how big it turns out to be.

Understanding how we view these mistakes and failures is critical to if and how high we bounce back.  When societies, businesses and individuals choose to view failure as experience rather than losing they are setting themselves on a course that is rich in new learning, networks and opportunities. They provide themselves and others with the confidence, clarity and energy to move forward and not remain stuck where they are.

Still the memory of our mistakes can sting for a while and recovering from them is neither inconsequential nor unimportant. If it was we would continue to make them with little regard for the consequences they held in both our immediate and long-term futures.

The reality is over the course of our lives and careers we will make mistakes. If we don’t, we are either playing it way too safe or not playing at all. Our bosses, peers and team members will also make mistakes. Again, how we choose to react will play a part in how big they become. As Alexander Pope wrote nearly three centuries ago ‘To err is human, to forgive divine’. Whether it be forgiving ourselves or those around us, we need to ensure that we are focused on the future and not in the messiness of the mistake.

Developing an inner strength and resiliency to move forward is critical. Without it we further compromise our position and opportunity for future success for those associated with our actions and ourselves. Martin Seligman, an American Psychologist who is well regarded for his work on positive psychology and resilience found that people who recover from setbacks and failure often view it as a temporary, localised and changeable event. Conversely those who struggle to move beyond their mistakes and failure learn to accept their scenarios as something they have no control over and consequently develop a ‘learned helplessness’.

Resiliency brings security. In a world that is characterised by constant change and uncertainty our ability to feel comfortable and move with the changing times, recover from setbacks and navigate the unknown is a critical skill for both personal and professional success. Our lives and careers today require us to be nimble, responsive and adaptable in both the good and not so good times. Anticipating risk, limiting fallout and the ability to ‘bounce back’ are essential skills for today’s leaders. Without it we not only risk our own career but also the performance and abilities of our teams by failing to see the opportunities that lie in front of us.

So how do we learn to think and act constructively rather than react in an emotionally destructive manner following a period of failure?

  1. Own It: To move beyond our mistakes we firstly need to own them by admitting to ourselves that it is our error. Denying responsibility holds us back, creates defensiveness and tends to protract the pain and period of time needed to resolve the issue. It also helps us avoid the blame trap.
  2. Acknowledge It: Whilst our first reaction is to want to hide away there will no doubt be some people who will need to know and who are impacted by your mistakes. Acknowledging our mistakes with honesty, integrity and transparency is also a powerful leadership example to set for those around us.
  3. Manage Your Emotions: Don’t sit on them or in them! Supressing them or dwelling on them prohibits any positive forward thinking or movement. Not only does it hold you back, it also drags you back.
  4. Mitigate The Risk: Invariably there are three immediate courses of action to choose from: Undo, Redo or Make Do. Understanding what your options are will help you to focus on what the next best course of action is to take.
  5. Understand Why: To learn from our mistakes we need to understand how and why they have occurred. It will help us to spot the early signs of reoccurrence, what actions we can take to avoid it and if possible what can be done to eliminate it.
  6. Repair It: Where possible we need to take the necessary actions to repair the damage that has arisen from our mistakes – with projects, with brands and with relationships.
  7. Forgive Yourself: More often than not we are our own harshest critics as our failings leave us feeling overwhelmingly disappointed, vulnerable and ashamed. We need to remind ourselves that ‘we did wrong, not we are wrong’. Continuing to berate ourselves keeps us reliving the moment and stops us from moving forward and learning from our mistakes.
  8. Fail Forward: Learning how to acknowledge, recover and learn from them allows us to grow as individuals and leaders. It helps us build and maintain the skills and relevance required for all that we do in life and in our careers.

Jazz great Miles Davis once said ‘When you hit the wrong note, it’s the next note that makes it good or bad’. When we as individuals and leaders know how to play those next notes and manage our responses to mistakes and failure, we can in turn support the mistakes and failures of those we lead. When we do this we are building and empowering a strong, bright and resilient future for both ourselves and the teams and businesses we lead.

As always I would love to hear your thoughts.

Embracing The Power of ‘Yet’

April 29th, 2018

“Everyone wants to live on top of the mountain, but all the happiness and growth occurs while you are climbing it”

– Andy Rooney

Most of us will acknowledge that we live in an ‘instant age’. Our access to information, resources and networks be it for personal or professional purposes has never been more easily or readily available. Quick Google searches provide answers in mere seconds often speeding up our abilities to make decisions and take actions; online shopping can see us in a new outfit the next day or deliver us dinner faster than we can cook it; and with the click of a button we can now connect and engage with community forums anywhere in the world on any topic we like.

But is this ‘world of instant’, creating unrealistic expectations that at times impede our growth, limit opportunities and cause us to lose rather than gain perspective? Are we now always looking for and expecting instant results, instant knowledge and skills, or instant rapport in relationships that in reality all still require some good old-fashioned hard work, problem solving, time and investment? Does the lack of instant success prevent us from exploring longer-term benefits by always defaulting to what is only achievable now or is ‘safe’ from failure?

Carol Dweck, author of Mindset: The New Psychology of Success, conducted years of research about why people succeed or fail and how what she terms the fixed or growth mindset impacts the outcomes. Her TED talk, The Power Of Believing That You Can Improve provides a powerful insight into this concept and in it explains the ‘power of yet’. She begins her talk by describing her work with 10-year children and how they coped with learning challenges. In giving them problems that were slightly too hard for them, two distinct responses emerged. Some reacted in what she termed a ‘shockingly positive way’ adopting a mindset that saw them embrace the challenge, recognizing in the learning process regardless of whether or not the outcome was successful. The second group (those with a fixed mindset) felt it was a tragic, catastrophic scenario feeling that they had been set up for judgment and failure. Essentially they found that those with a fixed mindset will reject learning if it means not failing – and will often resort to cheating or finding those who have performed worse than they did in order to feel better about themselves. Those with a fixed mindset were ‘gripped in ‘the tyranny of now,’ where as those with a growth mindset were able to recognize and embrace the power of ‘not yet’.

Given that most of us acknowledge that we should never stop learning, how we embrace the growth mindset and apply it to our careers and lives is critical. Whilst it is important to recognize our innate talents and play to our strengths, it will be our abilities to embrace ongoing development; collaborate with and seek out new ideas from others; and invest in the learning process to solve problems with no guarantee of immediate success that will see us well positioned for the future. As Dweck’s studies found, it was these individuals that tended to achieve greater levels of success in both their personal and professional lives because they were less worried about looking smart and more focused on becoming smart.

As we continue to face rapid rates of change to the way we live and work, it will be our ability to embrace opportunities and learning in environments that are rich in volatility, uncertainty, complexity and ambiguity that will see us succeed. With new industries rapidly emerging and old ones being disrupted; demands for greater flexibility and diversity in the ways that we work; and a requirement to operate in a much more globalized market we actually can’t afford to not adopt a growth mindset. To do so sees us risk relevance, opportunity and future success.

So what are the keys to building growth mindsets in our organisations and the people we lead? I would encourage you to consider the following 6 tips:

  • Cultivate purpose: When we truly know why we are doing what we do, we are able to focus on the longer-term gains and develop greater levels of perseverance, commitment and engagement.
  • Reward actions not traits: When we acknowledge the action taken we are more likely to see it repeated and develop patterns for success.
  • Stop seeking approval: When we constantly prioritise approval over learning we sacrifice potential for growth.
  • Separate improvement from failure: All too often we associate ‘room for improvement’ as failure. Rather we need to embrace it as opportunity.
  • Embrace the power of reflection: Taking moments to understand what worked or didn’t work allows us to replicate or adjust our actions accordingly.
  • Adopt the word ‘yet’: In acknowledging that we may not have mastered a skill or solved a problem just ‘yet’ removes the notion of having failed and reinforces that success still lies ahead.

As leaders need to accept that we don’t build a career or a business in one, two or even three years. It is a long-term game, that requires focus on your own ‘big picture’, a preparedness to make and learn from mistakes, a willingness to acknowledge that you may not be there just yet!

How are you cultivating this growth mindset for yourself and the people you lead?

As always I would love to hear your thoughts below.

Margot

The Christmas Sprint

December 15th, 2016

With less than 10 days until Christmas and only 15 days before we wave goodbye to 2016, many of us are no doubt buried in a never-ending sea of client events, end of year kids school concerts and business deadlines. Yet despite most of us having had our summer holiday date marked in the calendar for several months, most of us still somehow find ourselves feeling as though we are in a mad sprint to the finish wondering where the last few weeks have disappeared.

For me, one of those end of year sprints and deadlines was the launch of a new personal brand and website. Started several months ago, we seemed to make some fabulous progress very quickly and then it fell to me to write the content which was a task that somehow always seemed to find its way to the bottom of my to do list.

Determined to complete the task and launch before the year was out, I am delighted to say that it is now live! As both the talentinsight and Insync Network Group brands have grown we felt it was important to tell the story of what ties them together with a simple message of what was at the heart of both of them: Building global presence with local relevance.  As the founder of both brands I hope you find that my story and site does just that!

As we continue to operate in an increasingly globalised world, it is important that we as business leaders focus on building the right level of global thinking whilst remaining locally relevant to our clients, markets, businesses, teams and in our own careers. Whether it is at an international, national or regional level, the reality is we can’t remain relevant and impactful in what we do by operating in silos and failing to look up and out at what is happening around us.

So as you take some well-earned time out, I would encourage you to take a moment to consider how you can elevate your presence and increase your relevance in what you do both for yourself and the teams and businesses you lead.

As a way of getting into the Christmas spirit, I thought you may enjoy the following advert from Air New Zealand which in it’s own way encapsulates the message of Think Global. Act Local!

 Wishing you all a wonderful Christmas and a happy and rewarding 2017!

Margot Andersen

Creating Relevant Careers

June 28th, 2016

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“Don’t count the days, make the days count”
– Mohammed Ali
[vcex_divider style=”solid” icon_color=”#000000″ icon_size=”14px” margin_top=”20px” margin_bottom=”20px”][vcex_spacing size=”10px”]Over the last decade we have seen an unprecedented number of businesses pay the price of failing to remain relevant. Industries have been shaken up by creative disruption like never before; there is an increasing global competition for talent; a move towards flatter structures and the traditional concept of job security has almost entirely disappeared.

Failing to adapt is costly. The stories behind organisations such as Kodak, Dell and Blockbuster should serve as a timely reminder on the importance of relevance. Just as these businesses paid the ultimate price of losing not only market position but also their place in it, we too can face the same situation with our own careers if we fail to remain relevant with our own knowledge and skills and our teams, organization and industry.

With the majority of professionals working harder and smarter, as well as being more broadly skilled than at any other point in their professions it would be fair to assume that we are more strongly positioned to manage our careers than ever before. However with ever-increasing volatility on nearly all fronts – politically economically and in business – and technology advances occurring almost daily, individuals can face enormous challenges to remain relevant to the world around them. But these challenges can also provide enormous opportunity if we learn how to navigate them.

In their book The Start Up of You, Hoffman & Casnocha suggest that if we are to build long-term career success, individuals need to consider themselves as entrepreneurs and their careers as a start up business. As they note, ‘the skills that start-ups require are the very skills that professionals need in order to advance their careers: nimbleness, personal investment, strong networks and intelligent risk taking.”

It takes effort and energy to be relevant. Effort to invest in and apply the knowledge and skills required to do the job; and energy to connect and engage with others – to ask the right questions to find out what their thinking, understand their needs and offer meaningful support. As leaders, not only do we need to ensure that we remain relevant with our own careers but we need to support others do so as well. We need to genuinely connect with the needs of our people and help them align their careers with the ambitions of the organisation and industry they operate in.

So how do we best equip ourselves for career success and build relevance in what we do today and for the future? I would encourage you to consider the following six points:

Be ready for change: Change is here to stay! According to the Future Works Skills 2020 Report nearly one third of the workforce will be employed on a casual basis. Global connectivity, ‘smart machines’ – which will see a higher degree of automation in some roles and the complete redundancy of others – and new media are just some of the drivers that are reshaping the way think about work, what constitutes it and the skills we will require to be productive contributors to the future.

Understand your value: Understand what you need to ensure that you can act and react with nimbleness and agility. Ask yourself the following questions:

  • Who uses my work and what they need most?
  • What business outcomes drive my work?
  • What is the cost of my work?
  • What impacts the way I do my work and how has that recently changed?
  • What are the opportunities to grow and scale what I do?
  • How can I better help others in their role?

Become the expert: Invest in honing your knowledge and skills. Investigate key industry trends and challenges; recent business success stories and know who the key influencers and thought leaders are and why. Individuals who manage their own learning and development in partnership with their organisation are much more attractive to future employers and strongly positioned to remain in control of their own career and future opportunities.

Build a strategic network: Evaluate the strength of your current network and understand what support they offer Have you got the right people to support where you want to go or are you surrounded by people who are distracting you from your path. Invest in strengthening your professional support through the building of relevant alliances and ensuring that there is a diverse mix.

Challenge yourself: For many of us some of our richest experiences and greatest achievements have come from stepping outside our comfort zone. Pushing the boundaries and taking ‘intelligent risks’ brings new knowledge, new networks, new opportunities and lessons that sustain us well after the experience has ended. It also invariably generates energy and engagement in what we do.

Engage: Clarity comes through engagement. We need to take action to drive our career forward and engage through those around us so that we understand what ideas, projects and businesses are being discussed, celebrated and challenged.

As always I would love to hear your thoughts.

Margot Anderson

If you would like to explore ways to build your career and leadership relevance, please contact Margot on 0400 336 318.

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