In this section, you will find posts about the critical skills required to succeed as a Leader and Manager in the new Digital world.

Being Deliberately Developmental

Build Your Skills: Being Deliberately Developmental

Being Deliberately Developmental is a key concept introduced in the book “An Everyone Culture” that I’ve recently read and reviewed. And I think it holds an important place in the context of Building Your Skills for the Future of Work. It’s especially important if you’re not part of a Deliberately Developmental organization, and you don’t yet have the power to influence this transformation for your organisation. Become Deliberately Developmental Even as a simple employee, you can focus on developing this intent through a set of key practices. Let’s see them together: Become developmental buddies with someone. Creating a sense of home is important for your development, and you can experience it by mutually sharing what you’re working on about yourself. Remember that it’s not about giving each other advice about how to solve problems. Rather, it’s about giving one another a chance to regularly check in about how your growing edge is showing up on a daily basis. Useful questions to ask a development buddy go something like this: “What did that experience bring up …

Build Your Skill: Resilience

Build your Skills: Resilience

Resilience is one of the topics that has been “hot” in the recent HR Congress I attended in Nice. Technically it is challenging to define Resilience as a Skill, as it is something more complicated than a pure competence. Many different factors dial in creating Resilience, and I want to dedicate some time to give some glimpses on this. Resilience: a Definition In simple words, Resilience is the ability of a person to adapt to changing circumstances and to bounce back from challenges and stress. In other words, Resilience is the ‘rubber ball’ factor: the ability to bounce back in the event of adversity. A resilient person has the ability to cope with and rise to the inevitable challenges, problems and set-backs met in the course of life, getting strengthened from these. Resilience is accepting your new reality, even if it’s less good than the one you had before. You can fight it, you can do nothing but scream about what you’ve lost, or you can accept that and try to put together something that’s good Elizabeth Edwards, …

Build your Skills: Systems Thinking

I’ve always been fascinated by pictures of Planet Earth from outer space, especially those at night. You recognise the planet, then the plethora of illuminated cities. The largest ones seem globes of light in the night. Smaller cities look more like bland spots. In some areas, you can also see the main roads connecting the towns. Sometimes you see an isolated light place in the middle of the night. You still own a clear perception of the planet versus the deep black of the outer space. Perceiving this, the whole composed of the parts, as well as the relationship between the components, is System thinking, the critical skill that I will illustrate in this post.  In a recent post, I wrote about the dangers of Thinking in categories. I pointed out that to overcome the limits of categorical Thinking, it is necessary to drive models and tools of what is called “Systems Thinking”. However, it’s not just a question of means: I genuinely believe that Systems Thinking should be seen as a skill, and ability to foster and develop, and that …

Build your Skills: Decision-Making

In my organisational experience, I noticed that one of the most complex skills to master is Decision-Making. This even though anecdotal evidence tells that each of us takes many decisions every day.  Many decisions might be easy to take. What to eat for lunch, where to go over the weekend, which blog to read next… At work, however, things often look different. For sure, an impact can be due to some issues in the operational governance model of your organisation. Unclear rules, not formalised delegation, blurry roles definitions, unset escalation routes, all these aspects may hinder or stall your decision-making process.  In many cases, organisational absences are an alibi. Many managers tend to avoid or delay decision making also in areas entirely within their scope of work. Why?  There can be multiple reasons. However, from my experience, many people have not been taught how to make decisions.  Very often, we identify Decision Making as a Process. If you look at it this way, there are multiple places where decisions can be stuck. There are many alternative models here, but the one …

Build your Skills: Listening

Listening is one of the most critical skills in a work environment. Yet, not much effort is given to learning how to listen. In most cases, there’s simply a “discipline” approach, taught at school, by which people often learn how to fake attention, rather than listen to what other people say. I don’t want to spend too much time on how to build this skill in generic terms. There’s abundant literature online full of practical tips and tricks worth looking at. I’m more interested in the development of this capability in the framework of an Organisation, up to the level of developing an overall listening strategy. Listening becomes a critical element of designing an organisation “for the whole self“, as a newly identified trend suggests. The most basic and powerful way to connect to another person is to listen. Just listen. Perhaps the most important thing we ever give each other is our attention. Rachel Naomi Remen, Culture of Empathy Individual Listening When we think at the personal level, Listening is composed of multiple “habits”, heavily influenced by different traits of personality. Sometimes …