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Adult Education Improve Your Career Skill Development

How SALT Can Help You Learn Online

Learning and education are critical to a functional society

Learning and education are critical parts of any society. Passing down information is a fundamental part of the human condition. It is a critical part of how we evolved from our more primitive origins and progressed from the dark ages through to the digital age. However, learning hasn’t always been an easy exercise for us. As information evolved and became more complicated and specific, the methods we employ to turn that information into knowledge has also become more complex and individualized.

This has sparked generations of great minds to deconstruct the learning process and give us better insights into the intricate system of the human mind. Theorists and educators, like Neil Flemming, gave us insight into how people learn through visuals, aural, reading, and kinesthetics (VARK). Academics and researchers, like Howard Gardner, brought us ideas like multiple intelligences and how to engage and reach a variety of minds by encompassing an array of learning preferences. Over the past few decades, we have started to see formal education systems, such as schools and institutes of higher learning, adopt more progressive understandings of the learning process and shift the methods of education to address the uniqueness of how we think and learn.

Fast forward to today, the formal education system that has been making gains in helping people learn more effectively by meeting their unique learning needs is now shifting to a new medium – online learning. Online learning or e-learning, is not only becoming the new normal for many types of education it is becoming big business. According to statista.com, Projections show the e-learning market worldwide is forecast to surpass 243 billion U.S. dollars by 2022.

This move toward online learning has a lot of benefits; fewer limitations of location, a greater variety of course and topic selection, and more convenience and flexibility in time and duration, just to name a few. However, these benefits can only really be seen as advantages if the online learning method works with how you learn.

What makes learning online challenging?

One of the challenges associated with the move towards online learning is that we seem to be starting over in our efforts to meet the unique needs of the learner. In-person or classroom-based learning has allowed progressive educators to meet the unique learning needs of their students by providing meaningful interactions and using multiple methods of instruction. Many online learning options haven’t quite figured out how to create the same amount of meaningful interactions or how to incorporate multiple methods of learning. Evidence shows that online learning is not yet able to meet the effectiveness of in-class learning.

Part of the challenge with some online learning, especially self-directed learning, is that it is often heavily dependent on reading and writing. Current online learning is similar to what formal learning was like decades ago, before we started to incorporate strategies like Flemming’s VARK and Gardner’s Multiple Intelligence theories. Online learning interactions cut out most of the personal interactions and can often limit the meaningful group-based discussions and personal connections that are essential to many people’s learning experience.

What is needed are new ideas and new strategies to help educators to create a better understanding of the complex nature of the modern online learner, which will in turn allow those learner take control of their learning journey.

There is where Roman 3 comes in

Over the past number of years, Roman 3 Operations has been working on new ideas and strategies to address the challenges of online learning. We have developed an experimental learning theory that brings together a collection of best practices from learning, intelligence, and personality theories and a strong understanding of how these practices work together during the learning process. This theory has been a passion project of mine, W. Coby Milne, since I finished my Master’s degree in Adult Education. I call this theory the Collective Operation of Learning Domains (COLD). The four domains of COLD are: Acquire, Process, Equate, Execute (APEX). We call our experimental theory the COLD theory of APEX.

The development of this experimental theory comes from years of academic research and the experimentation of applied strategies. While we still have work to do in the academic validation and in the peer review processes, we feel that we truly have something of value in the practical strategies, based on our current research and experimentation. In light of the changes to the world as a result of COVID-19, we felt it necessary to make the themes and strategies available to people who are being forced to engage in online learning like never before. The desire to improve the online learning experience for both the educator and the learner is what led us to the creation of the Strategies for Accessible Learning Tool (SALT).

SALT can support more engagement with online learning

A fundamental concept in Adult Education is critical reflection that can lead to a type of transformation in your learning (Mezirow, 1993). This leads us to the benefits of self-awareness in learning. Conventional wisdom and historical theories support the idea of self-assessment tests, like those used in Flemming’s VARK and Gardner’s Multiple Intelligences theories, providing a valuable critical reflection of how we think about our learning. When learners reflect on how they learn and develop a better understanding their uniqueness in cognitive preferences, they can better apply the strategies that will maximize their education. Studies have found a positive relationship between applying strategies that reach a student’s learning preference and increased engagement in the learning process, both in class and online.

This is the goal of SALT; to provide a simple and engaging assessment that identifies the learning preferences at different stages of the learning process. It then seeks to provide practical suggestions and strategies that can empower the learner to be more effective in their online learning, even if the courses they are engaged in are not designed to use multiple methods of instruction to meet unique learning needs and preferences.

The current version of SALT is designed to be a free tool to support learners with their online learning journeys. However, this only the beginning for SALT and our experimental COLD theory of APEX. The courses offered by Roman 3 Operations, both in-class and online, are designed with the best practices of the COLD theory of APEX approach and supports learners by incorporating the strategies and preferences identified through the use of SALT. Our goal is to provide the best learning experience we can through our learning projects. But what we really want is to help change the learning landscape and support best practice learning programs for everyone. The free SALT assessment will be available to everyone, forever. Furthermore, we will continue to improve the tool and the strategies it uses in order to support learning institutions and online learning companies around the world. In addition, we aim to increase the accessibility of online learning for everyone. As we have already said, learning and education are critical parts to any society and we want to do our part.

The Takeaway

An essential part of maximizing education is by designing learning experiences that meet the needs of the learner. Learning styles and preferences are an important part of meeting those needs. Roman 3 has created a tool, called SALT, to identify individual preferences and recommend strategies, based on our experimental COLD theory of APEX. SALT incorporates best practice approaches to learning that will allow individuals to the most out of their online learning experiences.

If you would like to try out SALT yourself, please use this link.

Roman 3 is an advising and solutions firm that specializes in inspiring progressive action, creating a culture of innovation, and assisting organizations in implementing transformative change. We help you build capacity, learn to collaborate, become progressive, and grow to your full potential. For more information on our services and support, reach out to us at info@roman3.ca

Employee Engagement Improve Your Career

Surviving a Challenging Workplace

What is your workplace like?

We have all had jobs we didn’t like and jobs we loved. Often the reason for the distinction is the people we work for and with. I can tell you I have had some jobs where my role was exhausting, dirty, and not overly lucrative, but the people I worked with were amazing, so this was a job I actually liked and was sad to have left. On the other hand, I have had easy, engaging, and well-paying jobs, but the people I worked with were really challenging, so this was a job I really disliked and was eager to leave. I am sure you have all had similar experiences. In a similar vein, sometime there are conditions that other people must deal with in their jobs that make it challenging for you to work with them, things outside their control that make their jobs harder for you to do yours.

It is funny how people and conditions can ruin experiences for us and sometime take the enthusiasm out of a great experience. That is why I wanted to write about this topic, so you can protect yourself from the challenges that might make you regret and opportunity that you likely work very hard to get.

Your workplace of often only as good as the people in it

One of the first things you need to do is really understand and identify the challenging personalities and habits that may exist in your co-workers. We often have people who, for one reason or another, are mentally and emotional exhausting to work with. There are a lot of similar qualities that create behaviours in our more challenging co-workers; things like rigidness, a self focus, and often, insecurity. These, and other types, of behaviours create common traits that can be identified and labeled if you know what to look for. I spent some time working with a HR team to identify, label, and recommend actions to properly limit the impact these people have on us. Have you ever dealt with Emotional Vampires, Hostile Drama Queens, or a Bliss Bandit? If any of these names sound like they might describe someone who you have worked with, check out my past article, called Do you have the Dirty Dozen in your life? Part I of II, for a list of 12 types of people and suggestions on how to limit their impact on you.

Uncertainty: a common way to poison the well

Beyond the types of people, another major challenge comes from people dealing with uncertainty. Sometimes people do not completely understand their roles, or how their roles align with yours. This level of uncertainly in how we see jobs, tasks, responsibilities, and hierarchy can make it really tough to work with people if the way that they are supposed to interact is unclear. A large part of working with people has to do with understanding how their job affects you and vice versa, so clarity is really important to good working relationships. This can often be gained by strong job descriptions, organizational charts, and a mapping of responsibilities. I have often advised or consulted for workplaces that are in rough shape and one of the best places to start is with an organizational role assessment and an inventory of HR policies and job descriptions.

Another major way that uncertainty creates major challenges in the workplace is with change. When a large change happens, it creates an extreme amount of uncertainty, maybe it is a change in leadership, or a change in strategic direction, or in mandate, or even just adding to an existing team, change can often bring out the worst in people because of the uncertainty. During a change people often get protective, or even possessive of what they do and the status quo because they become vulnerable and that makes people really uncomfortable. Managing change is an extremely important part of maintaining an efficient and hospitable workplace. I have written about managing change in detail in a past article titled: Unlocking Innovation (Part V of VI): Managing change, but the key is really about strong communication and getting everyone affected by change to buy in to its value.

Challenges beyond the people

It is important to understand the systemic conditions that greatly impact the environment of a workplace. One of the biggest conditions is unbalanced and out of date policies. Policies are the backbone of any workplace, whether is it s the HR policies, financial policies or conflict policies, just to name a few. If these are not strong and fair then the backbone of an organization will be as weak and skewed as the polices themselves. If an organization has gone to the lengths to hire the right people, focus on the right strategies, and crafted the right services or products to offer; but their policies and focus limit the impact or weaken the creative freedom of the staff, then they have bound the very hands hired to lift them. Part of the problem is the focus of many policies. There are often policies that focus on time spent at a desk rather than flexibility to get the best work done, or protecting the company from staff rather then empowering staff to do their best work, or are used to control the employees rather then develop them.

Another condition that creates a challenging workplace is how the employees are incentivize. Now there are a lot of opinions about how to get the most of out of employees. Some say money, some say promotions, some even say threats. But, however an organization decides to incentivize their employees the simple truth is, you get the best work out of happy and appreciated people. Happy and valued employees think more creatively, are bolder, put in longer hours, are more dependable, and miss less time. There is great work being done researching these claims in Positive Psychology, I would suggest starting with Shawn Achor, here is a great Ted Talk to get you started.

The Takeaway

The environment and people you work with are the largest factor to overall job satisfaction. As an employee the best thing you can do is to be open minded and assertive. That’s it. Those two things can make almost anything you deal with in the workplace manageable, from the annoying person next to you, to the stress of getting a new boss. Becoming open minded and assertive is a much more complex process, but understanding what you need to do is at least a place to start. As an employer the best things that you can do is to truly value your employees. Value them enough to have transparent communication with them, change your policies that were created to police them instead of empowering them, incentives them by letting them play to their strengthens and truly value the work that they do. That’s it. Value them and most importantly, show them they are valued. Empower them, support them, encourage them to support and empower each other. We shouldn’t all just look to survive our work day, we should look to thrive in our work day.

 

Roman 3 is an advising and solutions firm that specializes in inspiring progressive action, creating a culture of innovation, and assisting organizations in implementing transformative change. We help you build capacity, collaborate, be progressive, and grow to your full potential. For more information on our services and support check us out at www.roman3.ca 

 

Effective Management Human Resources Improve Your Career

Skills vs. Experience: Successfully Hiring For The Future

Let’s have a serious talk about skills

Anyone who reads articles, blogs or literature about career advice or job searching will hear a repeated focus on the benefit of your personal/soft skills related to employment. Your skills, you will read, are the core value the employer is seeking when hiring, and are something you need to focus on when you are applying.

When employers are searching for an ideal candidate they are looking for a combination of the right personality, soft skills and technical or hard skills. When it comes to valuing these skills,  employment experts agree that while technical skills may get you an interview, it’s the soft skills that will get you the job—and help you keep it.

The all too important soft skills are pieces of your personality that define the kind of worker you are. These include skills like attitude, communication style, thought process, stress management, adaptability and reliability—and this makes a lot of sense.  Someone with excellent database or programming skills isn’t much good if his toxic negativity brings down the entire team or if he crumbles under the slightest pressure.

While hard skills may get your foot in the door, soft skills will keep you there. The National Association of Colleges and Employers (NACE) conducted a study on 260 employers (including Chevron and IBM, according to Forbes) and found the following five soft skills to be the most valuable in employees, in order of importance:

  1. Ability to work in a team structure
  2. Ability to make decisions and solve problems
  3. Ability to communicate verbally with people inside and outside an organization
  4. Ability to plan, organize, and prioritize work
  5. Ability to obtain and process information

Your soft skills are essential in the first few months of the job, while you are still learning the technical side of your new role. In fact, according to Mark Murphy (author of Hire for Attitude), 46% of new hires fail in the first eighteen months, and of those new hires, 89% fail for reasons associated with attitude, one of the critical soft skills!

So, the case is made by employment and career experts for why employers should be really excited about your employment soft skills that you bring from your past experiences to their workplace. The only problem is that the people who aren’t really getting that message tend to be the employers.

It comes down to risk

Employers—well, most employers anyways— are not heavily weighing employment soft skills in their hiring practices. This fact is all too well known by Millennials. The problem with skills is that they are less tangible and more risky than experience. So when push comes to shove and employers have to choose someone to trust with their position and their business, they might want to roll the dice and hire the person who has less experience but a lot of skills and potential. However, most of the time employers decide to play it safe and hire the person with more experience. But should we really blame them?

Skills are about potential, which is fine, but potential is realized down the line and employers are hiring someone for right now. This is a classic investment concern. Do I invest my resources in something that is less proven but has the real potential to have a high rate of return, or something that has a long history of consistent performance?

This is why employers often care more about your experience than your skills or why employers hire the most experienced candidates over the less experienced, but likely more skilled, ones. They just don’t want to take the risk.

Some of that risk centers on questions like:

“If I invest in this person’s potential and it pays off, what if they won’t stay with my company?”

  • Well, if you’re questioning the commitment of a younger worker, according to INC: 64% of Millennials would rather make $40K a year at a job they love than $100K a year at a job they think is boring. And nearly 80% of Millennials consider as a top priority, how they will fit with the people and the culture of their targeted job, followed by the career potential of the position.

“If someone isn’t proven in the job, how can I be sure they’ll be able to do the work?”

  • According to Skills Survey’s Three Hard Truths Every Hiring Organization Needs to Learn. “Hard skills are rarely the reason that people fail in your organization.” Most of the time the reasons employees don’t work out are around absence, personality conflicts, and not fitting in. If they have the skills to learn and a strong work ethic, they will be able to do the job, I just might take a little longer.

“If I don’t hire the most experienced people, then how can I make sure I have the best people?”

  • There is some influential research on this subject, including work by Professor Robert Kelley from Carnegie Mellon Tepper School of Business that has clearly demonstrated that technical skills alone do not distinguish standout employees. Competencies such as initiative and business awareness, as well as skills in leadership, collaboration, communication and presenting are the indicators of your key employees.

Who the Person Is vs. What the Person Was

As an employer, it’s important to remember that you are hiring a person, not just a collection of experiences. There is more to the job than doing the tasks that you are hiring someone to do. Employment soft skills are where the person will succeed in those other essential, but less tangible areas such as reliability, innovation, creativity, and dedication. Experience can be gained, taught and crafted. It is much harder to mold who the person is because individual identity is much more entrenched. We’ve all seen how a single toxic person can damage staff morale, customer relations and the profit margins of businesses. We’ve also seen how a hardworking, morale-building, approachable and dependable employee can become the person everyone turns to for help and makes the business a better place to work. According to Talent Acquisition Factbook 2015, it costs $4,000 to replace an employee. That is not including the loss of productivity, morale and knowledge base that leaves when employees do. This makes it organizationally and financially essential to choose the right person when hiring. When you hire for experience you’re hiring someone’s past, which might be all they can give you. When you hire someone’s skills, you are hiring their future, which is really what they are looking to give you.

How do I show them I fit?

Here is the reality facing job seekers:  despite the overwhelming research demonstrating that employment soft skills are the core, essential, standout qualifications for almost any job, employers remain shy about focusing on them when filling vacancies. So what do you do?

You need to focus on your fit. Research the needs and the cultural atmosphere of the company to which you’re applying, then really show them who you are by showing them all of the technical and employment soft skills that you possess.  You can’t control the thoughts and fears of the employer, but you can make a compelling and engaging case for why you are worth the risk. If you want some tips on how to do that, check out one of my past articles titled: A Successful Job Search is Simply about Telling a Good Story.

The Takeaway

Employment soft skills should be something that excites us all. Job seekers should be keen to share them and employers should be eager to hear about them. But the risk and fear of the “unproven” is what is holding us all back. The research proves time and again that the reward far outweighs the risk. I think it’s time for all of us to stop playing it “safe” and start being focused on people’s future and not just their past.

 

Roman 3 is an advising and solutions firm that specializes in inspiring progressive action, creating a culture of innovation, and assisting organizations in implementing transformative change. We help you build capacity, collaborate, be progressive, and grow to your full potential. For more information on our services and support check us out at www.roman3.ca 

Effective Management Employee Engagement Human Resources Improve Your Career Skill Development

Investing in Psychological Capital- Maximizing Yourself and Your Talent Pool

– Written by W. Coby Milne – Director of Roman 3 Operations

I have an incredible investment opportunity for you. I’m asking you to consider investing in Psychological Capital, also known as PSYCAP.  PSYCAP is a form of capital that involves the personal resources people bring to their jobs.

Now, before you dismiss this as a type of investment scam, stop reading and close this article, hear me out.

An investment in your own Psychological Capital, and in the Psychological Capital of those who work under you, can create amazing personal, professional and financial return.

Hopefully, I kept your interest. Let’s see where this journey takes us.

A little about me

In my work history I used to teach Workforce Navigation and Psychological Capital development to unemployed and under-employed people in Nova Scotia’s rural Annapolis Valley. I now provide corporate training to industry, governments, and nonprofits. My students former were going through different levels of career transition and are all trying to be more competitive job candidates and stronger employees. My former students are probably the most diverse that you can imagine in terms of education, skill set, cultural background, disabilities, age, and career goals. So when I say this is a universal investment opportunity, I mean what I’m saying.

The focus on Psychological Capital in my work came from a shift in the culture from where I used to work. Our focus used to be to make people really good at finding jobs, but as we started to support more services for business, we realized that we were only making good job seekers, not good employees. This led to my team re-evaluating our approach and methods. We ended up throwing out everything we took as standard practice and completely starting over. This led to copious amounts of academic research and a wide range of business needs assessments. All of this investigation led us to a unanimous conclusion. We found that in order to increase the capacity and employability of employees, we needed to increase their value add (capital) in the job market.

This is the basis for the concept of Human Capital: the economic value of an employee’s skill set. So the new question was the simplest, yet most difficult: How? How can we increase people’s capacity and employability, in a meaningful and efficient way?

Investing in people

This is what led us to the concepts of Psychological Capital. Psychological Capital is simply understood as the positive union between the cognitive skills of Hope, Efficacy, Resilience and Optimism (easily remembered as HERO). The idea is if you can build and strengthen these skills in yourself or your business, you can significantly increase your competitive advantage in your marketplace (business or job), embody the concept of “Work Smarter, Not Harder” and considerably increase achievement capacity.

This new found information and direction was a real game changer for both our students’ efforts and our own careers. Our employment rate for students jumped from around 65% to a little over 80%, but most significantly, our employment retention (the ability to keep a job for at least the length of the probation period) jumped from 68% to 93%! This success was consistently reinforced with multiple iterations of our training program, delivered to almost 150 students over a two year period.

With a focus on Psychological Capital, the graduates of our program were more quickly promoted than in past programs, they reported much higher job satisfaction, and were able to recover from jobs that didn’t work out and find another job much faster.

How do you build these skills?

This is a much more complex question. In building our program, curriculum and research models, we were fortunate to have a diverse team. We had people with extensive HR backgrounds, expertise in business services and needs assessments and, my value add, cognitive skill development. The specific details are too much to include in this article, but feel free to contact me with any questions you have.

What I can share at this time are our guiding principles. These were the foundations for every step along the way.

Hope Theory – (Hope)

Create a culture that supports two basic, yet essential ideas.

  1. Pathways – There is more than one way to achieve a goal and success looks different to different people.
  2. Agency – You have the capacity to effect change. Your actions and efforts matter; in fact they are often all that does
Experiential Learning (combined with Flooding) – (Efficacy)

While I’ve covered this elsewhere (Three Essential Elements for Effective Training), it’s worth revisiting the three key approaches to adult learning:

  1. Rote learning– focuses on learning specific content, understanding steps and processes, for example, how to format a resume.
  2. Reflective Learning–working with information and ideas to get students really thinking about themselves, their pasts and their biases. This approach provides perspective and hopefully will encourage growth. A sample of reflective learning would be considering how negative thinking and biases hurt mental resilience.
  3. Experiential Learning–where students are immersed in the learning and experiencing the value of the tips, knowledge and understanding they’ve gained. One example of experiential learning would be mastering the steps for high level problem solving by making a survival plan after a theoretical plane crash.

Our program utilized the best learning approaches to meet the students’ needs in achieving our training outcomes. We wouldn’t use experiential learning just because it was fun, we would only use it if it had real value in helping learners learn. We combined experiential learning with a process used in Cognitive Behavioural Therapy, called flooding. Flooding involves getting people to move out of their comfort zones by placing them in situations where they need to push themselves beyond their usual limits. An example might be building conflict resolution skills using specific scenarios and increasing the complexity of the scenes to go beyond the normal, typical situations they would commonly encounter. If they can handle the most challenging scenarios, then the everyday ones will seem easy by comparison. The principle is similar to practicing lifting weights that are heavier than you need to lift, so when you are lifting your targeted weight, it seems much easier.

Let Yourself Fail – (Resilience)

We did a lot of research around Growth Mindset and rewarding the making of an authentic effort over the achievement of results. Growth Mindset is a concept best described by researcher Carol Dweck, who said, “people believe that their most basic abilities can be developed through dedication and hard work—brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment.” The theory goes that failure is a mindset, not an inevitable outcome. In a Growth Mindset, failing is not seen as the mistakes or the wrong choices we make.  A failure is framed as letting the mistake or the wrong choice define us.

Realistic Expectations – (Optimism)

We may have been told things in life like, “if you can dream it, you can do it” or “shoot for the moon and even if you miss, you will end up among the stars.” These motivational quotes sound nice, but can do more harm than good. We need to accept the reality of our situations and be realistic with our optimism. Our role as trainers and educators is to help our students recognize their strengths, assets and professional value, but also realistically see their baggage, limitations and weaknesses. Our students need to know and accept all of these aspects of themselves as the cards they’ve been dealt.  With this knowledge, they can start to play their best hand.

Improve your efforts moving forward

Throwing out our previous work and questioning the foundation and guiding principles of our industry was a huge risk and, to be honest, pretty scary. But even we couldn’t predict the positive impact it had on our students. Also, we’ve consulted with other organizations and businesses on their professional development efforts, and encouraged them to consider incorporating a PSYCAP focus. They’ve reported great successes and momentum building, plus a renewed structure for intentional training.

Teaching to build PSYCAP is all about maximizing the potential of the learners.  You don’t have to hire for talent if you can build it in house. Instead of being a hunter and gathering new talent, farm the talent you currently have and grow it to feed the success of your business and your efforts.

 

Roman 3 is an advising and solutions firm that specializes in inspiring progressive action, creating a culture of innovation, and assisting organizations in implementing transformative change. We help you build capacity, collaborate, be progressive, and grow to your full potential. For more information on our services and support check us out at www.roman3.ca 

Effective Management Employee Engagement Improve Your Career Teamwork

Most Managers are Not Successful at Leading

Managing To Meet The Needs Of The Future

So, for years I have worked in workforce and talent development. I pride myself on innovative and progressive approaches to supporting the workforce, because I understand the true potential of having the right skills in the right place. Our world is shifting, and like or not it is because of the millennials that having conversations about not only what employers should expect from their employees, but also what employees should expect from their employers. It is incredibly important that employees be dedicated, hardworking, and ethical. This allows them to do the best job they can, whether or not someone is watching them. However, it is really up to the employers to create an environment that fosters that level of professionalism, and it allows for employees to feel valued when they do. Often when I speak to employers who have issues with turnover and who can’t retain top talent, they often state that they are frustrated by people leaving. My two most common questions are: “What are you doing to make them stay?” and “Are you aware that most people don’t leave their job, they leave their boss?”

On that note, let’s look at how we can create an environment that will promote professionalism and give our employees a reason to say.

 

Maximize The Talent You Have

According to a 2018 Harvard Business Review article, titled Why People Really Quit Their Jobs, people would leave when their job wasn’t enjoyable, their strengths weren’t being used, and they weren’t growing in their careers. Even when they enjoyed their boss, they still didn’t enjoy their job, but it is their boss who ultimately is responsible for what that job is like. The elements of enjoying what you do and growing in your career, are really about utilizing your skills. No matter what we do, we want to be able to spend most of our time doing what we are good at and ideally be appreciated for our skills. This needs to be a focal point when managing a team. Look to capitalize on the skills and talents of those in your charge, to get the most out of the investment that you have made into your hiring.

This can look different for different organizations, when you have a large employee base it needs to be done in broader strokes but is best done by being open to strategies like Job Carving. Job Carving is commonly defined as; the act of analyzing work duties performed in a given job and identifying specific tasks that might be assigned to an employee. This is most commonly used to intergrade people with disabilities but can be used for everyone. It is about adjusting scheduling, recombining duties, and generally taking a more fluid approach to creating job descriptions. In smaller organizations, you can inventory the skills and abilities of your existing staff team and look to adjust tasks and roles to take a more strengths-based approach to team dynamics. Both of these strategies, job carving and strength base teams, require a very strong and progressive HR approach and leaders skilled in change management, but can be a turning point for companies with workforce issues.

 

Lead Vs Manage

If you are going to create a culture to maximize your workforce, run an organization that people will bring their best to, and retain talent; then you need to understand how to lead, instead of just how to manage

Here are some places to start:

Employees are your ASSET

Old thinking has always been that employees are your biggest cost, your biggest risk, and sometimes, your biggest liability. This creates an adversarial perspective to managing staff. What owners, bosses, and managers need to understand is that the Human Capital of a business is the biggest investment and therefore the greatest priority to optimize.

Open communication flow

Old thinking about communications has been to focus on the top-down chain. You need to be fed information from your superiors who possess all of the access, insight, and required intel. But this shows a lack of respect or the professional judgment of your employees, creates a bottleneck for information, and slows down productivity. By allowing information to be accessible and shared throughout, you are fostering independence in your team and empower those with the initiative to act.

Behaviour over Experience

Old thinking valued experience as the be all end all, you had to be proven to be effective. However, when you hire for experience you’re hiring someone’s past, which might be all they can give you. If you focus on the behaviour, or as we call it in workforce development their employability skills, you can expect more, develop more, and invest more in your staff.

Empower results

Old thinking puts a lot of emphasis on punching the clock. The thinking put a lot of focus on how much time you put in between 9 to 5. But the question you need to ask yourself is what are you paying them for? Is it to be busy within their working hours or to produce results and meet outcomes? You can either give your staff the flexibility they need to deliver or give them a schedule to work, you likely cannot do both.

Work where the best work gets done

In line with the last section, Old thinking emphasizes sitting at your desk from 9-5, anything else isn’t really working. But, the essential point to consider is, what are you paying your staff for? It is to occupy a desk or to produce results and meet outcomes? If the conditions of the job will allow for the flexibility of working remotely or part-time from home offices, and people can produce better results outside the office, then why not? You can either give your staff the flexibility they need to deliver the best results or give them a mandatory location to work, you likely cannot do both.

Genuine honesty

Old thinking puts a lot of value on corporate jargon and buzzwords, often to pacify people’s needs for information without actually giving it to them. We often hide behind these efforts to pacify our employees out of some antiquated thoughts that employees are like mushrooms, they develop better when kept in the dark (often surrounded by bul….oney…..baloney). When in reality the best way to develop your team is to be genuine, transparent, and trust them with what they need to do their jobs the best they can.

Fail often

Old thinking really hates the idea of failing and wants to go to any length to avoid it. But failing is essential to growth. If you never try anything new, you are unlikely to fail…..and succeed, and grow, and innovate. But if you look for calculated ways to take risks then you are open to fail….and succeed, and grow, and innovate.

Be vulnerable

Old thinking embodies the omnificent leader who is to be feared and respected by all, and that might have worked for Julius Caesar, that is not how true leadership is. Real leadership and successful management are about having the confidence to laugh at yourself, make own your mistakes, say “I don’t know”, and ask others for help. A leader who can inspire people by being human and an equal to their staff will create a loyalty and work ethic that will surpass any threat, fear, or power that old thinking can muster up.

 

The Takeaway

No one wants to be managed, but we all want to be lead. A manager who follows the old thinking of management will always have workforce issues, limited innovation, and get satisfactory results. A leader who looks to inspire, empower, and develop their team will outpace, outshine, and outdo any manager every day of the week. Do you want to give your team a reason to stay? Give them the boss they never want to leave.

 

– Written by W. Coby Milne

Director of Roman 3 Operations

 

Roman 3 is an advising and solutions firm that specializes in inspiring progressive action, creating a culture of innovation, and assisting organizations in implementing transformative change. We help you build capacity, collaborate, be progressive, and grow to your full potential. For more information on our services and support check us out at www.roman3.ca 

Improve Your Career Skill Development Teamwork

Why am I Intimidated by Networking?

Do I Really Have to Network?

Ok, so let me guess, you have been seeking a new job or trying for a promotion, however, you can’t catch a break. You have a great resume and cover letter, a good reputation from people who know you and you are skilled and ready for the next step…still, you can’t seem to capitalize on any opportunities. What are you doing wrong? Well, for starters, the main opportunity you are not truly capitalizing on is the fact that you have all of those essential things in place and you know you are ready, but do enough people realize that you are ready?

This is the whole idea behind networking, it is really about just making your skills and ambition known to others, which is where the intimidating part comes in; many of you feel like you are a shameless vacuum cleaner salesman who needs to go around and steer every conversation about how great and needed their product is (in case I lost you, the product is not a vacuum, it’s you), which turns people off and often makes a bad impression. This is true, no one likes to be around a pushy salesperson or talk to folks who are only there to sell you on something.  People hate talking to others who are not being genuine and are only there to push forward their ulterior motive or personal agenda.

Another part that really intimidates people with networking is a lot simpler.  Most of us don’t like talking to strangers. Maybe it’s because, like me, you grew up in the 80’s with ‘Stranger Danger’, or maybe you simply have an introverted side and it just takes a lot out of you to meet and chat with those you really don’t know.

Networking Doesn’t Have to be Complicated

So, do you need to be an extraverted, natural salesman to network?  No, not at all, networking is traditionally thought of as going to formal events and mingling and chatting with strangers, exchanging business cards, making small talk and looking for ways to humbly brag.  Now, I will admit as someone who does this a fair amount, this is both intimidating and exhausting.  In the work I do, I spend a lot time “schmoozing”, which is the part I like the least even though there are those rare times I meet someone who I really click with and who gives me new ideas and viewpoints.  Is it my most meaningful form of networking? No, not even a little.

The most meaningful networking approach for me revolves around two simple, yet impactful, strategies; looking for information or looking to help.

There is a professional speaker and author named Michael Goldberg, (here is link to his TEDX talk), who is an expert on networking and he has a great definition for it: “A proactive approach to meet people to learn with the prospect of helping them” – Michael Goldberg

Personally, I like this definition of networking because it is not suppose to be about convincing people to hire you, buy from you, refer you, or listen to your ideas.  Nor is it meant to be an intimidating and overwhelming process; it should be about learning and helping.

How to Comfortably and Effectively Network

The trick to the formal networking events is to have a reason to network, a purpose for the conversations. When I do the “schmoozing” the only real benefit I get out of it is that people see my face, maybe learn my name, and hopeful share contact info. The main payoff is that if I follow up with the new person I met, I have a starting point to the conversation where I can reference where we met. However that follow-up contact (phone or email) is where the real networking begins. Normally when I reach out to people to follow up it is because I am trying to get information, learn something or look for a way to help. Oddly enough, my follow up from the schmoozing is only marginally more effective than when I cold call someone to get information or look to help. That could mean one of three things; either I am a bad conversationalist, a relentless cold caller, or the real impact of networking is looking to do something with or for the person I met. For my own self-esteem, let’s hope the later is true.

The key is to network with intention, not just at schmoozing events but with everyone you come in contact with while going about your everyday.  Always look for any reason to reach out to someone new with a purpose whether it is at work to contact a new vendor, service provider, government employee or community member, or even if it is chatting with another parent at your kid’s basketball game.  It is important to have a reason to look for information or to help; this will give you the purpose to contact them.

Keep in mind; it is really only by a continued relationship that you start to build a network. Only by working with people, following through on your commitments, showing your passions and dedication and providing the give and take that is essential to all successful relationships will a new person actually become part of your network. Then you begin to capitalize on your skills and ambition plus build the reputation you need to get to where you want to go. The old adage, “It’s not what you do, it’s who you know” is not accurate.  A more fitting adage is, “It’s not who you know, it’s who knows you.”  This is how you start to make a difference and build up your reputation.  There is no sense being ambitious and passionate at something if you are only working with and preaching to the converted. Remember, an effective way that networking can make a huge difference in looking for information or looking to help is with volunteering.  I wrote an earlier article about on LinkedIn this titled: Volunteering is Your Career Marketing Plan. Check it out for more depth on this.

The Takeaway

Networking isn’t just about the intimidating schmoozing events, it is about the conversations you have with people and the connections that you make as you are trying to look for information or to help. This is how you show individuals, ideally lots of people, your skills and ambition. This is how you build a network that will capitalize on those skills and ambition.  Events are an okay place to start, but it is about the follow-up and the actual work you will do with people that makes for effective networking. So if you are looking to be less intimidated by networking, you just need to have a reason to reach out to people who are outside your existing network and find ways to learn from them or to help them.  After that, your skills and ambition will take over and you will create the reputation you deserve and develop the network to match.

 

Roman 3 is an advising and solutions firm that specializes in inspiring progressive action, creating a culture of innovation, and assisting organizations in implementing transformative change. We help you build capacity, collaborate, be progressive, and grow to your full potential. For more information on our services and support check us out at www.roman3.ca