“Never get sucked into the ‘company knows best’ approach to your career”

road-sign-798176_640The quote in the title of this blog post comes from my favourite post in April 2016, When it comes to career. it’s up to every individual to stay relevant (Talent Management and HR, 25 April). Here’s a longer quote from that article.

“The workplace of today is changing, and workers’ skill sets must keep pace with employers’ expectations. However, who determines that expectation if your livelihood is dependent on some employer to make the right strategic moves? They lose, and ultimately, you lose.

For this reason, every one of us must have a career strategy, and that strategy should be guided by your industry’s trajectory. You should be fine-tuned to the intricacies of your profession. You have no choice. You have to self-develop to stay relevant. Always remember that YOU are in charge of your career  Never get sucked into the “company knows best” approach to your career.”

Here are a few other blog posts and articles I enjoyed in April – with some short quotes from them too.

Bring your own network, Harold Jarche (4 April 2016)

“In today’s digital economy, you are only as good as your network  … When work is learning, and learning is the work, organizations need to look at how good people are at actively engaging in learning networks. The network they bring may be much more important than the individual skills they have. Today, job interviews should include a note to ‘BYON’.”

People won’t grow if you don’t think people can change, Monique Valcour (Harvard Business Review, 21 April)

“Believing that employees can change doesn’t just make managers more willing and able to coach; evidence also suggests that it makes them more accurate judges of improvements or drops in performance. Leaders with a fixed mindset are less likely to notice a change, especially in someone whom they’ve judged (either favorably or unfavorably) in the past. And this behavior can alienate top performers and undermine motivation. The people who are most committed to learning are likely to leave or disengage if learning opportunities are scarce or if their growth goes unrecognized. On the other hand, when leaders do demonstrate a belief in people’s ability to grow, research shows that employees are more motivated to improve their performance, more satisfied with their jobs, and less likely to quit.”

What value do you in L&D bring to your organisation?, Clark Quinn (Learnlets, 5 April)

“My perspective is that the role of L&D could (and should) be about improving performance and facilitating development. If, instead of just providing courses, P&D were focused on making sure people could do their jobs, using performance consulting and developing the appropriate solutions – whether job aids, contextual support, coaching, or what have you – they’d be contributing to optimal execution. If they went further, and were also facilitating the ability for the organization to continually innovate – fostering communication and collaboration via tools, practices, and culture – they’d be key to getting people to provide their best. And this is increasingly important.”

You Can Never Empower People, but You Must Engage Them, Chuck Blakeman (Inc, 26 April)

“Don’t waste time trying to empower people. They already are. Just give them a reason to be engaged, give them the resources they need to grow, and get out of the way. And watch your company take off.”

Finally, a reminder of my own blog posts in April 2016

One Comment

  1. Derek Bailey

    Fascinating, elegant and an eclectic collection of various ways,one has to in today’s world, needs to be a dedicated life long learner.
    Nearing the end of my working career the thing that stands out that during some 50 years of being involved in work the number of times one reinvented themselves and undertook journeys of learning and discovery.
    The last comment by Chuck Blakeman certainly resonated for me.
    Thank you for all the information, much appreciated

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