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What’s Your Current Edge for Development?
Written by: Ian CookArticle Overview: This article challenges you with a single question: What is the one skill area—at this point in your career—where improving your competency will have the greatest impact on your overall effectiveness in your job? Your response will guide your continuous development this year.
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Free Download - BOOK REVIEW: Drive: The Surprising Truth About What Motivates Us (By Daniel H. Pink, Riverhead Books, 2009, ISBN# 978-1-59448-884-9) By Ian Cook |
What’s Your Current Edge for Development?
They had a momentary pause of puzzlement when I asked them. So, I put the question to my audience again,
What is your current edge for development?
“What do you mean?” they ask. “I mean” I say, “if you could snap your fingers and instantly improve significantly in one aspect of your work
that would have the greatest leverage on your overall effectiveness, what would it be?” “Oh” say their faces as they proceed to ponder the query.
For many people this is a difficult question. For some, absolutely nothing comes to mind! Managers in my sessions have a variety of
responses...
- think more strategical–vs. responding to “crises” all the time
- be able to confront a poor performer without my own legs turning to jelly
- lead meetings that are satisfying and accomplish a great deal
- organize my desk and deploy myself according to my priorities.
Try out the question right now. Come on now, What is your current edge for development?
This is a vitally important question for each of us to ask ourselves regularly. It is the driver that keeps us continually learning. And when you have your answer, I have a follow-up question for you,
“What do you intend to do over the next twelve months to develop this ability?”
As a professional speaker, my current edge is to build more stories into my presentations. I’ve avoided them because, I imagine, it will be difficult. I don’t notice stories. I don’t remember stories. I don’t even like stories in other people’s presentations. Yet I know they will add more to the overall impact of my message than anything else I could do.
How can you identify your current edge? Ask people-your boss, your peers, your staff, your customers... your significant other! Consult your last performance review. Or, consider your vision for yourself in, say, two years’ time. What knowledge, skills, and/or attitudes are missing that would make that vision a reality?
Then, develop and implement a plan to acquire these attributes. When you have succeeded, return to the question. A new edge for development will emerge, returning you to being a (beginner) learner.
This is what “continual learning” means.
And I believe it is the only way we can survive in this crazy, convulsive world.
Managers, professionals, and knowledge workers must master a complex weave of competencies Author George Leonard calls mastery, “the mysterious process during which what is at first difficult becomes progressively easier and more pleasurable through practice.” Notice that mastery is a process, not a destination. We must never cease.
Jigoro Kano, the founder of judo, was a consummate “master.” But when he died he asked to be buried with a white belt on. Related Articles
Article Tags: competency, continuous development, development, employee development, leadership development
Referred by: http://upwardaction.com
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About the Author: Ian Cook RSS for Ian's articles - Visit Ian's website Ian helps managers become the "best bosses" their employees ever had. Through his keynote presentations, highly interactive training workshops, team building facilitation and individual coaching, he helps his clients develop strong leaders at all levels of their organization. Ian works primarily with managers, mid-level to executive. His programs introduce cutting-edge skills and concepts around - transforming managers into leaders - fostering superior team performance. Ian began his training and consulting firm, Fulcrum Associates Inc., in 1988, following seventeen years of corporate experience in both the high-tech manufacturing and transportation industries. He has a Bachelor of Commerce from McGill and a Masters degree in the field of Human Resources Management from Cornell University. Ian holds the Certified Speaking Professional (CSP) designation and is a presenter to Vistage International groups. Click here to visit Ian's website BOOK REVIEW Quiet Leadership Six Steps to Transforming Performance at Work By David Rock HarperCollins Publishers 2006 ISBN 9780060835903 BOOK REVIEW Finding Our Way Leadership For an Uncertain Time By Margaret J Wheatley BerrettKoehler 2005 ISBN 9781576753170 You Gotta Getem To Wanna 6 Roles the Modern Leader Plays BOOK REVIEW The SetUpToFail Syndrome How Good Managers Cause Great People to Fail By JeanFrancois Manzoni JeanLouis Barsoux Harvard Business School Press 2002 ISSBN 0875849490 Whats Your Current Edge for Development |
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