Posts Tagged mindset
The title of this article has a dual significance. First, it’s an acknowledgement of my failure to keep this blog up to date. My new role means that I have less time and less headspace for the reflection needed to write this stuff.
A lot of my learning at the moment is around how to be a good manager (or possibly how to be less of a bad one).
Currently, my learning is following it’s usual pattern. I’m learning through doing, reading and trying to teach others. At some point the trying to teach others bit will probably extend to writing more about my learning, but at the moment it is mainly limited to the various bits leadership development training I’m delivering.
One of those bits of leadership development training was the CMI Level 5 module I taught recently on managing ideas and innovation and in my usual domain-hopping way I have started to think about how the theories and models applied here could be useful in career development work with clients and in the development of careers professionals.
It’s not just businesses and entrepreneurs who have to be innovative. In the current economic climate, individuals have to be increasingly innovative with their own career development and job hunting. Similarly, as career professionals, we have to develop more innovative approaches to address the demands of our individual and institutional clients.
And this is where the second significance of the title comes in. Wherever there is a need to innovate, there is an accompanying need to be able to deal with the possibility of failure. In career terms, this is often linked with the idea of resilience. But there is more to dealing with failure than just the ability to bounce back and stay optimistic.
Failure is an integral and unavoidable part of any truly innovative process (unless you are incredibly lucky!). Preparing for innovation requires you to anticipate failure, accommodate failure, plan to recover from failure and learn from failure.
In a recent coaching session with a client, we were discussing options for embarking on a freelance career. The issue of possible failure came up and I struggled to find a way to help her think about failure constructively. Then I remembered a concept I had introduced in the CMI module: 4F – Fail Fast, Fail Forward. She immediately got it and responded enthusiastically. This isn’t so surprising (despite the name) because it actually reflects a growth or incremental mindset and an approach rather than avoidance motivation.
Fail fast – be ready for things to go wrong, know what early indicators of potential failure to look out for and be ready to act quickly.
Fail forward – don’t spend time on recriminations and wishful thinking, focus on solutions and focus on learning lessons so that your next attempts have a greater chance of success.
As I have just started teaching on the Chartered Management Institute Level 5 Diploma at the University of London, I thought it would be sensible to continue my recent activity of applying management theories and models to the world of careers coaching.
Most of the early conversations about employability and career management tended to focus on asking the question ‘How do you help students to develop skills or competencies that will make them effective in the job market?’. There tend to emerge two types of answer to this question: you give them training or you give them experience.
This mirrors the argument that has been running in the area of leadership development for a long time. There are those who argue that training without experience is too abstract (and therefore worthless) and there are those who argue that experience without training is random (and therefore worthless).
A slightly different perspective that seems to be emerging lately is that training, experience and combinations of training and experience tend to be more effective when participants have greater levels of self-awareness or when the training or experience itself promotes greater self-awareness.
One aspect of self-awareness that interests me is awareness of one’s own default mindset. Partly because of my interest in MBTI, I am conscious of the various ways in which different people approach the same problems. That’s why I was excited to come across a management model called the Five Managerial Mindsets.
I have just returned once again from being a tutor on the AGCAS Guidance Skills (Advanced) course in Warwick. We had an intensive four days in which we encouraged a group of higher education careers advisers to deconstruct and rebuild their guidance practices and attitudes.
Reframing is a crucial element of the course. We explore how to help clients reframe their career dilemmas in more constructive ways. However, we also do a lot of reframing with the participants. Through workshop discussions, models, theories, observation and feedback, we encouraged everyone to explore different perspectives on the skills and processes of the guidance discussion as well as their role, assumptions and motivations within it.
It’s rewarding but exhausting!
One thing I noticed was that our ability to resist break-time pastries and dinner-time desserts diminished considerably as the course progressed.
And now I think I know why…