Competencies | Career development | Library Skills
by Betha Gutsche and Brenda Hough, editors.
19 March 2015
Looking to take your career to the next level? The Competency Index can help! See how 21st century skills, accountability, and community engagement can make a difference in your work. #WebJunctionWednesday http://bddy.me/2xfzafR
You’ve made it through the first 18 months of your social-impact job! Give yourself a pat on the back. I know it wasn’t easy but you didn’t break, and now you’ve made a name for yourself.
As I mentioned in part one of this series, You’ve Got the Job…What’s Next?, once you’ve been at your job for 12-18 months, you should be working toward “Superstar Status” by stepping outside of your role and establishing yourself as a leader. You’ll need to be more and do more in order to stay relevant.
Here’s how to stay relevant at the workplace by excelling at your work and stepping up for new challenges, opportunities, and responsibilities:
Mentorship comes in many flavors. It doesn’t always work unless leaders bear in mind a few common principles.
Over the past three years, as part of my forthcoming book, I’ve been researching how leaders can better judge and develop their talent in light of a changing, more purpose-driven, more tech-enabled work environment. Having interviewed close to 100 of the most admired leaders across business, culture, arts, and government, one important characteristic stands out: They do everything they can to imprint their “goodness” onto others in ways that make others feel like fuller versions of themselves. Put another way, the best leaders practice a form of leadership that is less about creating followers and more about creating other leaders. How do they do that? I’ve noticed four things the best mentors do:
Put the relationship before the mentorship. All too often, mentorship can evolve into a “check the box” procedure instead of something authentic and relationship-based. For real mentorship to succeed, there needs to be a baseline chemistry between a mentor and a mentee. Studies show that even the best-designed mentoring programs are no substitute for a genuine, intercollegial relationship between mentor and mentee. One piece of research, conducted by Belle Rose Ragins, a mentoring expert and professor at the University of Wisconsin-Milwaukee, demonstrated that unless mentees have a basic relationship with their mentors, there is no discernable difference between mentees and those not mentored. All this is to say that mentoring requires rapport. At best, it propels people to break from their formal roles and titles (boss versus employee) and find common ground as people. Read more…
Maybe we’re entitled and delusional. Or maybe, explained millennial expert and author of “Becoming the Boss,” Lindsey Pollak, we have a progressive understanding of what it means to be a leader. “Millennials believe they can lead from whatever position they’re in,” she said. We know we don’t need an official title to impact our organization.
Hiring people is such an organic and human activity, it kills me to see how many companies do it badly. They try to make recruiting a linear, data-driven and analytical process, but that’s impossible, because recruiting is all about the energy that flows between and among people.
It has nothing to do with data. It has nothing to do with particles — like all human activities, it is all about waves!
Recruiting has nothing to do with keyword-searching algorithms. How sad it is to see how my HR profession has devolved! Read more…