The connection between self belief and outcomes can be one of the most powerful drivers of performance. When an individual or team truly believe in something, they can often deliver results greater than the sum of the parts. That’s why we often seen teams deliver incredible, unexpected outcomes – “against the odds”.
At the same time, the connection can also be one of the biggest inhibitors when we fail to see or listen to the feedback that surrounds us. Not all of our efforts will bear fruit and the ability to realise this, see where we are falling short or can improve and recorrect is critical.
That’s one the beautiful things about creating a team that operates as an open system. Open systems listen to the feedback in the external environment and respond and develop accordingly. They are, to some extents, the epitome of selfless, ego less organisations. It doesn’t mean that there isn’t the need for process or procedure, but that these are constantly developing in relation to the external environment in which they operate.
In the book “Black Box Thinking”, Matthew Syed gives a number of examples of open systems, but the one that struck me the most was the airline industry, where feedback and information is shared across companies and used to deliver improvements industry wide on all aspects of safety. When someone shares something they’ve learnt because of an incident or a near miss, you don’t hear anyone respond, “but that’s not how we do things here” or “we’ve always done it that way”, they listen and learn.
It begs the question, in our organisations how much do we really listen to the feedback that is around us and how willing are we to adapt and respond as a result? Too often we talk about the reasons why things are as they are, or why they’re too hard to change. But wouldn’t a more engaging, energetic and profitable way be to listen and address?
If we see the work that we do it and the way that we do it as an ongoing journey of improvement rather than a fixed deliverable, we can use the feedback that we hear and see as a positive means of continuing on that journey, rather than as a means to critique what we’ve just done. And from that, we will only ever see better results for everyone involved.
We talk a lot about talent.
But in any situation, on any day, I’d rather have a hard-working, committed but good team member, than an exceptional, but erratic and slightly lazy one.
Of course, I realise that the reality is seldom binary but the point remains the same.
We’re obsessed by “talent” we seek the “exceptional”, but in the process are we overlooking the essential? Are we missing the most exciting opportunities because we’re always looking for something more?
My instinct is this, if we were to focus a little bit more on developing and growing the people who already work beside us, if we were to be more ambitious about our colleague’s potential, then we’d discover more success than failure.
I would struggle to think of any individual who (when they were being balanced and thoughtful) didn’t think they had more to give, more to offer, more to contribute. And yet the amount of time we spend focusing on helping them to deliver on this, is marginal at best.
Sometimes, we overlook the opportunities that we have right before us. If we’re serious about talent management, we’d start at the closer point to home.
Life is full of debate and discussion about issues and events. One of the joys of being social animals is the ability to express, challenge and build on the opinions of others. But always respectfully, thoughtfully and decently – no matter how robustly.
And business, like life, can be tough. There are a lot of great professionals working in-house that know how to navigate through their environments and to ultimately be successful. But the spectrum goes from some of the most inspiring colleagues I’ve worked with to those that frankly weren’t renowned for their thick skins.
Wherever you work in the broader HR family, you live and die each day based on your ability to perform in the environment in which you work. We know that we will be challenged daily and have to be robust in our pursuit of success. It isn’t a place for the weak-willed or the fragile. Not if you want to succeed.
Being robust, being willing to express a point of view, but also remaining open to challenge and being willing to listen, learn and amend your perspective is crucial. Closing off contrary viewpoints, becoming entrenched in blinding self conviction is a critical failure.
I particularly find it interesting that in areas of the profession that will talk about learning, growth mindsets, curiosity and development we so often see the opposite. If we are to be credible and valuable, then we should always stand up and practice what we preach. Not run away.
Don’t be an HR snowflake. If someone challenges your world view, take time to consider, question yourself and their perspective, recognise it as a chance to learn, grow and adapt. You have a choice, to listen, or to disengage. The successful will never, ever choose the latter path.
I was asked last week, what advice I would have given myself at the beginning of my career. After a little bit of reflection, I think it would go a little like this.
- Reward yourself
There are a number of specialisms that you can often move in to. It is very easy early on to be lured into resourcing or learning or employment relations. But if you want to make it to the top of your profession, the one you really need to get your head around is compensation and reward. That’s the area that really requires your attention, thought and understanding.
- Brands don’t matter
The best jobs aren’t always with the best known companies. It is very easy to be attracted by the thought of working for the bigger brand names, the ones that will be familiar to your friends and family, but the best opportunities will often lie elsewhere. Rather than looking at the logo on the add, look at the reviews of the company, think about the experience that you want to develop.
- Titles mean nothing
When I started my career, job titles were pretty standard across companies and between teams. There were always a few areas of overlap, but it was pretty linear. Very quickly things started to change and it all got a whole lot messier. Job titles mean almost nothing. You can be the CEO of a business of one, or a Manager of hundreds of people. Think content, think scope, don’t think business card.
- Move around
You will learn more by changing industries than you will ever anticipate. Explore the opportunities to go elsewhere, learn from different cultures, different models, different sectors. Show you can be successful in any environment and adapt your practice. There are assumptions made that industry experience is a necessity, it isn’t, that’s just a lazy lie.
- Go global
Our workplaces, our organisations and our workforces are increasingly international. And whilst people have broadly the same constitution whether you might be in the world, the way in which they interact, the way in which they consider issues and they way in which they work together will be different. Getting experience of this doesn’t mean jumping on a plane every week, instead think about how you gain good international exposure.
- Have fun
Nobody is going to die from the work you do. Well, not normally. So don’t forget to enjoy what you are doing, have fun, be playful, be light-hearted and remember that the more positivity you exude the more you will get back. People spend more time than they should at work and helping them to enjoy that experience is part of your job too. Don’t think discretionary effort, think discretionary enjoyment.
- Don’t dig in
Don’t go in to the trenches when you think you’re under attack, but instead seek to understand how you can change, learn and grow. A lot of the work that you do won’t be welcomed by a standing ovation and streamers and balloons. But you need to differentiate the normal reaction from the times when you get it wrong. Understand that you can learn from other people in the business about how to do great work, not just from conferences and journals.