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Don’t know where your career is going? Join the club.

I sat beside a really great guy on my flight back to Toronto from Santiago, Chile. Raymond is law student who was returning from a one-week school exchange. 

We had brief conversations throughout the first 11 hours of our 12 hour flight–how was your meal, how was the movie, did you get any sleep? Pleasant, but not life altering.

For the last hour we had a great conversation about his career options after law school. It wasn’t clear what his career path should be or the criteria how should use to make this decision.

These are life altering decisions. I have found that most people don’t have the self awareness or information required to make these decisions after school.

I shared with Raymond the following observations and insights I had gained when I held a Global HR role at Cadbury:

  • Many people don’t know what they want to do professionally until they are in their forties (some never do)
  • Career paths are rarely linear
  • People’s stories about their careers sound more planful than they were
  • Most people fall into career opportunities versus plan for them
  • Those who take these opportunities are the most successful and happy
  • Those who help others to be successful have the most career opportunities
  • Most people motivated by status don’t get enough of it to be satisfied—the same goes for money
  • Some choose professions they are good at that they are not passionate about or enjoy
  • Many people build careers that are different from their education major or first job
  • People with the most diverse careers tend to have the broadest perspectives 
  • A career or role choice that didn’t work out can provide the best lessons and compelling story that demonstrates self awareness and capability
  • Many people find meaning in their work—it’s a good criterion for career and role selection
  • It’s never too late to change your career (but most people don’t think so)

I hope my views are helpful for Raymond. I gave him a copy of Change with Confidence as a parting gift. It felt like the right thing to do for someone I know will figure out the best path for him. 

Phil

10 Things I Know About Training

I am writing this post as I change planes at the Santiago, Chile Airport. My trip home to Toronto from Buenos Aires is 20 percent complete.

The workshop I co-facilitated yesterday went well and I am feeling a post-training high. It’s a mixture of fulfilment, satisfaction and exhaustion. 

People were engaged throughout the day, even after spending three 12-hour days at a conference (not including team dinners and evening activities). Also, my co-facilitators were superb. We achieved all of our objectives.

As I was typing the flip chart notes, I wrote down the following training ‘truths’ based on the comments I read:

  • People want to perform better regardless of how   successful they are
  • People intuitively know when new ways of working will help them be more effective
  • Respect for learners’ perspectives is an important requirement for engagement
  • People learn best through dialogue with their peers
  • Retention of new information is increased when facilitators make mistakes that are corrected by their peers–I increased retention twice!
  • Real-life scenarios provide context for new ways of working
  • Game-like activities make learning interesting, which increases engagement and retention
  • People need time to ask questions as they process new concepts
  • Training is only the first step to adoption of new ways of working; people must apply new concepts during their day-to-day routines and tasks for them to stick
  • Asking people what they need to transition to new ways of working is the best way to create a plan to do so 

The next stop on our ‘world tour’ is Dubai. Applying these truths will help us achieve our objectives and give me similar feeling on my flight home.

Phil

What do you do when you run into someone from your past?

This week, I traveled to New York and Dubai. It was a whirlwind trip with most of my time spent in the air. 

As I was waiting for a taxi outside the Movenpick Hotel Ibn Battuta Gate, I saw someone I had worked with in England who I hadn’t seen in six years. 

It was one of those times when you know a person’s face but you don’t instantly make the connection because he or she is out of context. Keith was standing in front of a massive marble entryway that was 5,500 kilometres away from where we had worked together. Definitely out of context.

Seconds later we both made the connection and said hello. We laughed at the coincidence of seeing each other in Dubai after so long. What were the chances? We caught up on work and family and agreed to catch up when we got back to our respective homes.

This isn’t the first time I have seen a former colleague or friend in a different location. When I tried to recall other examples I realized it has happens more often than I would have thought. 

They have all been good experiences that have gone by too quickly. Invariably, memories of the time I knew the person flood my mind.  These scenes become distractions to our conversation and before I know it we have said good-bye. Typically, I think of a question I would have liked to ask if I had been prepared for the our meeting.

I have decided that I will be prepared for the next time this happens. I will:

  • Ask them how they are doing – both personally and professionally
  • Share how I am doing
  • Update them on mutual acquaintances
  • Ask if there is anything I can do to help them
  • Ensure we are connected through LinkedIn
  • Honour what I say I will do quickly

I have been thinking of my conversation with Keith since it happened. I am definitely sending him a note this weekend.

Phil

What do you do when you run into someone from your past?

This week, I traveled to New York and Dubai. It was a whirlwind trip with most of my time spent in the air.

As I was waiting for a taxi outside the Movenpick Hotel Ibn Battuta Gate, I saw someone I had worked with in England who I hadn’t seen in six years.

It was one of those times when you know a person’s face but you don’t instantly make the connection because he or she is out of context. Keith was standing in front of a massive marble entryway that was 5,500 kilometres away from where we had worked together. Definitely out of context.

Seconds later we both made the connection and said hello. We laughed at the coincidence of seeing each other in Dubai after so long. What were the chances? We caught up on work and family and agreed to catch up when we got back to our respective homes.

This isn’t the first time I have seen a former colleague or friend in a different location. When I tried to recall other examples I realized it has happens more often than I would have thought.

They have all been good experiences that have gone by too quickly. Invariably, memories of the time I knew the person flood my mind.  These scenes become distractions to our conversation and before I know it we have said good-bye. Typically, I think of a question I would have liked to ask if I had been prepared for the our meeting.

I have decided that I will be prepared for the next time this happens. I will:

  • Ask them how they are doing – both personally and professionally
  • Share how I am doing
  • Update them on mutual acquaintances
  • Ask if there is anything I can do to help them
  • Ensure we are connected through LinkedIn
  • Honour what I say I will do quickly

I have been thinking of my conversation with Keith since it happened. I am definitely sending him a note this weekend.

Phil

What’s In My Bag?

On Sunday, I am beginning a “world tour” to help launch a big global change. Over the next two months, I will visit New York, Dubai, Buenos Aires, Dubai again, Miami, New Jersey and Singapore. 

I will be on planes a lot. One of my small pleasures will be reading Air Canada’s monthly En Route Magazine. It’s a lifestyle magazine that is both interesting and and educational. 

My favourite article is called In My Bag where frequent flyers are asked what they carry in their luggage. I thought it would be fun to share what I carry. Here is what I am packing in my carry-on luggage.

I am ready for adventure!

Phil

What’s In My Bag?

On Sunday, I am beginning a “world tour” to help launch a big global change. Over the next two months, I will visit New York, Dubai, Buenos Aires, Dubai again, Miami, New Jersey and Singapore. 

I will be on planes a lot. One of my small pleasures will be reading Air Canada’s monthly En Route Magazine. It’s a lifestyle magazine that is both interesting and and educational. 

My favourite article is called In My Bag where frequent flyers are asked what they carry in their luggage. I thought it would be fun to share what I carry. Here is what I am packing in my carry-on luggage.


I am ready for adventure!

Phil

Personal Qualities and Skills that Help You Lead Change

This week, I received a request for an interview for an industry website. I was asked to write answers to five questions on my change experience and practices.

One question made me pause: “What personal qualities and skills have helped you to lead a change management  effort?” I speak about the importance of people taking stock of their strengths before they work through a change. It reminds them how to show up and what they can lean on if times get tough. 

Here is my master list of qualities and capabilities. I wrote about the first four in my article.

Empathy: Putting yourself in other people’s shoes, being aware of how people are perceiving a change and why they feel this way.

Interpersonal Skills: Creating quality relationships and connections. Solid relationships lead to trust, which lead to collaboration and partnership.

Perspective: Seeing the forest and the trees, seeing the big picture and focusing on small details at the same time.

Priority Setting: Identifying the important activities and issues in a sea of urgent ones.

Action Orientation: Getting things done versus just talking about them or being paralyzed by information overload.

Tenacity: Pushing through challenges, like resistance to a change, until they are overcome.

Focus: Concentrating on goals and performing your role without getting distracted by the dynamics around you.

Communication: Getting across your ideas to diverse groups of people.

Planning: Mapping how you get from ‘here’ to ‘there’ including who needs to do what, when.

Agility: Responding quickly to new opportunities and challenges.

Personal Learning: Identifying what works and what doesn’t and being able to apply knowledge to different environments.

What I learned from writing the article is that taking stock of my strengths is just as beneficial in the middle of a change initiative as it is at the beginning. It resets you to where you need to be.

It’s a good reminder of how to show up and what I can lean on if times get tough.

Phil

Personal Qualities and Skills that Help You Lead Change

This week, I received a request for an interview for an industry website. I was asked to write answers to five questions on my change experience and practices.

One question made me pause: “What personal qualities and skills have helped you to lead a change management  effort?” I speak about the importance of people taking stock of their strengths before they work through a change. It reminds them how to show up and what they can lean on if times get tough. 

Here is my master list of qualities and capabilities. I wrote about the first four in my article.

Empathy: Putting yourself in other people’s shoes, being aware of how people are perceiving a change and why they feel this way.

Interpersonal Skills: Creating quality relationships and connections. Solid relationships lead to trust, which lead to collaboration and partnership.

Perspective: Seeing the forest and the trees, seeing the big picture and focusing on small details at the same time.

Priority Setting: Identifying the important activities and issues in a sea of urgent ones.

Action Orientation: Getting things done versus just talking about them or being paralyzed by information overload.

Tenacity: Pushing through challenges, like resistance to a change, until they are overcome.

Focus: Concentrating on goals and performing your role without getting distracted by the dynamics around you.

Communication: Getting across your ideas to diverse groups of people.

Planning: Mapping how you get from ‘here’ to ‘there’ including who needs to do what, when.

Agility: Responding quickly to new opportunities and challenges.

Personal Learning: Identifying what works and what doesn’t and being able to apply knowledge to different environments.

What I learned from writing the article is that taking stock of my strengths is just as beneficial in the middle of a change initiative as it is at the beginning. It resets you to where you need to be.

It’s a good reminder of how to show up and what I can lean on if times get tough.

Phil

The Best Presentation is the One the Audience Gives

Courtesy of Linda Kennyhertz
I gave a great presentation at the 2015 Global Association of Change Management Professionals (ACMP) conference in Las Vegas this week. Actually, the participants gave it to themselves.
It was called Leadership, Process and Culture: How to Build Change Agility into Your Organization. My premise was that we must build flexibility into our organizations so that people can quickly and easily respond to change because today’s pace of change is faster than change practices can support.
For large audiences like this one (200), I would typically speak on topics that would build to an overall recommendation. Each one would include a question and participants would be asked to share their answers to the group. This usually results in me talking 80 percent of the time.
This time, I flipped the ratio: I talked for 20 percent of the time and participants talked either in their groups or presented to the entire group for 80.
Here are the questions they discussed:
  • Describe a change agile environment in which you have worked?
  • What is the biggest risk to change agility? Why?
  • How do you ensure that the right conversations are being had?
  • Share one highly effective practice related to embedding new ways of working into normal operations
The atmosphere was engaging. It was also noisy. People were learning from each other and the examples they shared demonstrated the topics perfectly. 
I have learned that the best presentation is the one the audience gives because it is the most relevant, interesting and educational. It’s also the most memorable, which helps learning.
I didn’t give a great presentation this week. I facilitated one.
Phil

The Best Presentation is the One the Audience Gives

Courtesy of Linda Kennyhertz
I gave a great presentation at the 2015 Global Association of Change Management Professionals (ACMP) conference in Las Vegas this week. Actually, the participants gave it to themselves.

It was called Leadership, Process and Culture: How to Build Change Agility into Your Organization. My premise was that we must build flexibility into our organizations so that people can quickly and easily respond to change because today’s pace of change is faster than change practices can support.

For large audiences like this one (200), I would typically speak on topics that would build to an overall recommendation. Each one would include a question and participants would be asked to share their answers to the group. This usually results in me talking 80 percent of the time.
This time, I flipped the ratio: I talked for 20 percent of the time and participants talked either in their groups or presented to the entire group for 80.

Here are the questions they discussed:
  • Describe a change agile environment in which you have worked?
  • What is the biggest risk to change agility? Why?
  • How do you ensure that the right conversations are being had?
  • Share one highly effective practice related to embedding new ways of working into normal operations
The atmosphere was engaging. It was also noisy. People were learning from each other and the examples they shared demonstrated the topics perfectly. 

I have learned that the best presentation is the one the audience gives because it is the most relevant, interesting and educational. It’s also the most memorable, which helps learning.

I didn’t give a great presentation this week. I facilitated one.

Phil
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