A new word for ‘weakness’

We are often told we need to work on our weaknesses in order to develop our skills and progress our career; or at least traits that are labelled as ‘weaknesses’.

This isn’t the case. At the very least the word ‘weakness’ in this context needs to be re-defined to something more accurate. By way of example, a ‘weakness’ of being a poor public speaker is not a weakness. There’s a gap there – of confidence, skill, knowledge, ability, trust, authority – rather than a weakness.

A great Medium article I recently found on this topic talks about how weaknesses and strengths are the same thing, and warns us of the damage that may occur when we try to see them as two separate traits. Umair Haque writes:

“When we try to divide them, that is when we fail at both. We are principled, so we try to be less judgmental. And now we are not even principled. We are compassionate, but easily hurt, so we try to be harder, but lose our compassion.”

I thoroughly recommend reading the entire piece.

This takes me back to when I completed the 16 Personalities test, a free online test that’s based on Myers-Briggs testing (I don’t buy into the criticism that MBTI testing is similar to horoscopes – like most things in life, the results are only as strong and true as your input).

The results of the test are compiled into comprehensive lists by topic, including your weaknesses. Two of mine, as an ‘Advocate’ (INFJ, FYI) for example are: needing to have a cause in something I do and; being too sensitive.

Do these not contribute to my strengths, which, according to my results include being determined and passionate? Could they not therefore be considered as standalone strengths? Are my labelled ‘strengths’ not jeopardised if these weaknesses are worked on?

I’m interested in looking further into re-wording ‘weakness’ in the context of skills development.

In the meantime, focus on your strengths, the things you’re good at, and don’t bother too much about your ‘weaknesses’ until they have been correctly reworded.

Professional development while unemployed

I’ve written a lot about what we as fellow avid doers can do to manage our careers and progress professionally, and while I’m a strong believer that with the right attitude anyone can manage their career with confidence, it struck me that there may be a group of people that feel as though this blog doesn’t apply to them – those who are currently out of work.

Now this post doesn’t go into the ins and outs of being in between jobs. The reasons for being out of work are specific to each individual.

Sometimes it’s voluntary, sometimes not. Sometimes it’s a happy experience, sometimes it’s not.

You may be on a career break or maternity leave; you might have been made redundant or left to pursue a career change; you might have decided to spend more time at home to look after your children or might not be well enough at the moment to be working.

So with the multiple reasons and viewpoints on unemployment, I couldn’t possibly begin to write about them.

What I can do though is remind you that if you are in between jobs at the moment, this blog is absolutely for you.

Granted there are a couple of posts that walk you through presentations or writing a business case that you may not be able to put into practice immediately but these are still soft skills that you can put in the bank if and when you return to work.

The majority of the posts can still benefit you. I want to dedicate this post specifically to those who are in between jobs at the moment to explain what you can do to manage your paused career.

Keeping up with the industry

If you are keen to get back to work whether in your current field or a new one, keeping up to date is absolutely essential.

Keeping your finger on the pulse and being kept in the loop with the industry keeps your interest fired which is at risk of dwindling if you’re out of work for too long. You’ll understand what the hot topic du jour is (which can change on a daily basis these days!) so that if you return to work you’re not out of touch either in the workplace or at the interview stage.

Community

Adjacent to the above point, surrounding yourself with the industry’s community while proactively maintaining your spot in it will help you combat the loneliness that comes with being out of work.

As social creatures we need to be surrounded by people, or in career terms, our ‘tribe’. Even us introverts need this (just in different quantities) so by maintaining a strong position within your career community and contributing to it via social media or networking events, you get to have this same social interaction as if you were at work.

As with being part of any ‘tribe’, doing this will also keep your perspective broadened as you hear people’s opinions and experiences on industry matters.

Volunteering

A step further from the previous point is keeping your skills and social interaction sharp by volunteering.

Now, when I heard ‘volunteering’, I used to immediately think of working in a charity shop which doesn’t really float my rubber duck. By no means am I saying this is a bad thing at all; I’m suggesting that many others out there may be thinking the same and feel as though that’s their only option.

It isn’t.

There may be many volunteering opportunities in your local area and the first port of call should be Do-It, the UK’s national volunteering database. You simply enter your postcode or town, the distance you’re willing to travel, and hey presto, you have a list of all your local volunteering opportunities.

I live out in the sticks and a 10-mile radius search for me brings up 238 results.

Don’t want to travel? No problem – select the ‘Do it from home’ option and you’ll usually find even more results.

Be sure that you don’t want to forego the opportunity for the social interaction volunteering provides though as this is something particularly important when you’re out of work. Missing out on socialising that you would normally find on a daily basis at work can lead to mental health issues like depression or low self-esteem.

The volunteering opportunities cover all sorts of skills, requirements and experience. For example, this can be from administration support to being on a board of directors.

There are other volunteering databases out there that focus specifically on the community and your local area, for example Volunteering Matters.

Volunteering is particularly great for those who lack certain experience, for example managing people, but have the correct aptitude for it; these opportunities may allow you to become a volunteer people manager (for a project, or wildlife excursion for example) and thus bring something new to your CV, skillset and future employer.

Being heard

If you enjoy writing, you may want to consider starting an industry-related blog, or if you’re a born entertainer, a vlog, or have a silky smooth radio voice, a podcaster, etc.

I’ve written about this before in my post on developing professional credibility – it’s such a boost to your professional development as you learn a lot about yourself and the industry.

You should have the intent of being heard as a profession contributor rather than looking for a money-maker.

Figuring out new and interesting content can be hard work but it’s also really rewarding. You’ll find yourself researching new topics to strengthen your content, learning heaps from the blogging/vlogging/podcasting/etc. community, as well as demonstrating to new employers your dedication to the profession and your career.

You can find LOADS of tips out there on YouTube and the like about starting any one of these up, but nowadays I’ve discovered that it’s important to remember 4 things:

  • You don’t need to be an expert – you’re perspective is uniquely your own
  • You don’t need fancy equipment – despite the shininess…
  • It’s incredibly easy to set up – technology today makes this ridiculously easy now
  • Procrastination is your enemy – just get it out there and stop faffing with the tiny details!

Courses

Enrolling in a course – whether it’s paid (local college course or distance learning), or free (check out MOOCs out there like FutureLearn) – is another way to keep your skills sharp, while also learning new ones.

If you haven’t already, check out my post on training courses here and here which explain this in more detail.

Re-assessing your career

Taking a breather from work from whatever circumstances gives you an opportunity to think with a clearer head.

In this new headspace you may want to consider a career change and decide which new direction you might want to take.

Transferring your existing skills into a new field is easier when you break the components down and clearly define any skill gaps that need filling.

Check out my 5-post series on discovering which career is right for you. Start with this one and then click ‘Next’ at the bottom of the post until you’ve worked your way through the 5 part series.

(Have you noticed this post has a lot of plugging for my own posts? Told you this blog was relevant to those out of work….#JustSaying)

Starting your own business or side hustle

Spending time out of work may be an opportunity for you to explore starting your own business. This could become a side hustle if you decide to return to work to fund the business until it’s providing enough income, or if you’re happy working on both within a portfolio career.

I realise I say this in such a blaze way – I understand it isn’t easy. I’ve made a go of it a couple of times and it can be demoralising when things don’t happen the way you want, whether that’s not enough money, not enough confidence or losing interest in doing something that sounds fun as a hobby but is torturous doing it all day every day.

I would recommend learning from people who have made a success of it and especially from those who made a number of failures beforehand. These can be found all over the internet and local bookshop.

How to take this forward

By this point hopefully you should be getting a clearer picture on how to keep your career wheels turning even when you’re out of work.

As an added bonus, these are all perfect examples of professional dedication and career management that you can demonstrate in interviews. There may come a point in the interview where you will have to respond to their questions on a job gap.

Usually, this can make people feel uncomfortable but by following the above suggestions, you’ll be able to give them the full itinerary of all the things you’ve been doing while in between jobs. They’ll see someone very self-aware, very busy and very determined.

I must add a huge disclaimer here though before you do anything: check with the appropriate people/officials that any of these activities do not contravene conditions set on your employer’s policies (if you’re on a type of leave) or those set within your receiving of benefits/jobseekers allowance. Please seek professional advice if you are in doubt of these conditions.

 

 

The most important question to ask in an interview

Ah, the interview. The one hour or so that compacts years of experience, future years of ambition, and only your best qualities on show while hiding your quirks that the interviewers just aren’t ready for yet. 

It’s a big ask for such a short amount of time. You have one shot for a first impression, one shot to make the right impression, and one chance to articulate your suitability in a concise way that covers all the good bits of your career and personality.

You can understand why some companies opt for the multiple setting interview: half hour phone interview, two hour group activity, one hour hypothetical case study/role play (who to chuck out of a hot air balloon is a fav’), and one hour face to face interview.

Although this draws out the painful experience of an interview, it at least provides more time for you to be able to demonstrate a number of soft- and people-skills while knowing you have another chance or two to really shine.

But what if you only have the traditional format of a one hour interview?

You have a lot to cover in such a short time; how do you know you can cover everything while also begin to understand what the panel think about you?

Before I get to the one question you need to ask at an interview (y’know, just for a bit of suspense), there are the usual pointers that you need to cover throughout the interview:

“I’ve nothing to wear!” – something that fits well and is comfortable but formal. Interviews are worrying enough as they are without having to worry about how your stomach looks in a particular shirt, for example.

Arrival – arrive waaaay too early. It’ll settle your nerves knowing you’ve arrived with ample time.

Intro – just go in for the hand shake, without hesitation; no awkward ‘right hand in, right hand out’ scenario, just be the one to make that decision of shaking hands.

The job spec – learn it inside out and make sure you can answer each of their requirements, even if you don’t meet them 100%. Tell them that and what you can already do to balance this. Keep a copy of this in front of you during the interview.

Your CV – bring this with you and highlight the good bits as prompts.

Your responses (STAR) – that is: what was the Situation you want to talk about that demonstrates your answer; the Tasks you identified to address it; the Action you took; and the Results that followed. Might be worth adding the potential negative consequences had you not reacted in the way you did.

Your questions – lots of questions about the company (using the information you already found out about them online as an opener to a question), about the team you’d be working with, and my favourite, what the interviewers like the most and least about working there.

And of course, THE BIG QUESTION

Capital letters for this one, it’s that important.

Everyone I have shared this question with have fed back to me how well it served them and their interview. And for every time I have used it myself, I have slept better that night.

I thought of this question following a job rejection about 5 or 6 years ago, a devastating blow at the time. The job sounded really interesting and could’ve been the first step to a promising career.

A couple of days after the interview, the interviewer rang me up and told me the bad news – I didn’t get it. She kindly met up with me to provide more detailed feedback:

Interviewer: “You did really, really well…”

Me, to myself: Not helping

Interviewer: “…you have really good experience…”

Me, to myself: Not helping

Interviewer: “…and your CV is really well put together…”

Me: “Thanks, I followed this awesome advice!

Interviewer: “…In the end, it was down to you and one other person…”

Me, to myself: REALLY not helping

Interviewer: “…and we decided to go with the other candidate.”

On a personal note – I would like each and every one of you to go out and spread the word so that one day, all interviewers can know that telling rejected candidates that “it was between you and someone else” is the least helpful piece of feedback. Just stop. It comes across as eeny-meanie-miney-mo-esque.

Anyhoo, when I asked the interviewer what made her decide the other person over me, she said that as it was so close she had to look at what one of us could do that the other couldn’t, and as the other candidate knew how to make and use Excel macros, they picked him.

“….but I can do macros”, I said, “you never asked me, nor was it listed in the job spec”.

She apologised profusely but admitted the deed was done, the offer letter was out and that was that.

And it was at that point I promised myself that I would ask the one Big Question at the end of each interview that I want to share with you:

“At this point of the interview, are there any concerns you might have that I can address now?”

It’s as simple as that, but it’s an effective question that provides you the opportunity to iron out any niggles they might have, that could potentially be the make-or-break decision maker.

Had I have asked that question, they would have asked “Yes, as a matter of fact, you haven’t mentioned if you can do macros – can you?”

Of course retrospectively I’m glad I never got the job as I wouldn’t have got to a position I’m in now.

I used the question in an interview a year or so afterwards, and there was indeed a niggle the interviewer had that they weren’t going to bring up but decided to, seeing as I had given them some sort of permission. Their concern, left unaddressed, was potentially a deal breaker, but from asking this question, I was able to put their mind at rest with some reassurance.

I got the job – perhaps not solely from asking that question but I thought about how different it may have turned out if I didn’t ask that question, and if it would have been a close call between me and one other person.

Side note: it was that very job that introduced me to the world of HR and literally changed my working life. There you have it folks, not just The Big Question, a life changing question!

I thoroughly recommend asking this simple question at the end of the interview. Even if you feel uncomfortable asking it, make a joke out of asking such ‘a cheeky question’.

Asking this will also help you sleep better at night following the interview. It really is a dreadful time between interview and hearing the outcome so although it won’t remove 100% of the worry, it will take the edge off of it.

If you’re looking for more tips on interviews, have a look at the great advice Clear Cut Selection provide on their blog. They also offer one-to-one interview mock and coaching sessions tailored to your needs. Not an affiliate, just pointing readers to awesome content.

Good luck with your interview(s) and don’t forget to ask this question!

 

 

How to write a business case

Articulating an idea in a way that illustrates the benefits for the business usually takes its first formal format as a business case. This is used to set out the key solutions, advantages and a practical roll out plan to senior or executive leaders who must be sold on the idea without too many criticisms or concerns. 

There is no hard and fast rule when it comes to layout – you might find that your company has its own particular and preferred layout whether it’s an unspoken obligation or a mandatory template.

Or you might get to choose your own layout – just try not to be too creative about it as it needs to have some sort of degree of formality to be taken seriously. Unless of course it’s a case study that the business needs to be more creative then by all means have at it!

Whichever the layout, this post explains the key sections a good business case should have to make sure everything is covered. You don’t necessarily need to stick with the title of the sections but make sure the nature of each section is included.

Introduction

The first section should introduce the business case that covers the current situation ie the problem or situation your plan can solve. At this point you don’t particularly want to touch on your proposed solution – reveal this too soon without the background story and you risk the leaders being turned off too soon.

When people hear a controversial or seemingly outlandish idea without having worked through the motions to understand why the idea can actually work, no amount of explanation can convince them to change their mind once it’s been made too soon.

The introduction would normally stick to what is happening right now in a way that suggests that an answer or resolution is needed to stop this happening.

Implications

This section broadens the introduction or current situation. The introduction has acted as a hook, the beginning of the story that convinces and sometimes shocks the audience to pay attention.

This section covers the implications of what the current scenario is producing and takes the shock further. It’s essentially telling them to look at the things that are happening as a result of this problem.

To help you with this, stick to cold hard facts and figures, any that will help you portray the issue accurately.

It’s important not to put across your own agenda, which is easier said than done, but keeping to the figures and facts, and what they’re telling you is a good start. You shouldn’t be selective with this either, omitting certain facts from the case purely because it doesn’t fight your case very well.

On the contrary, you should include these not only to prove the integrity of the business case (by being transparent with the data) but to also help pinpoint exactly where the issue lies.

For example, if you’re trying to prove that your team’s performance is dropping due to lack of wellbeing initiatives, but miss out two team members whose performance is actually increasing, including these in the case can actually help your point.

The point isn’t that the team’s performance as a whole is declining, it’s that there are localised issues, and being able to see the differences between the high and low performing members can help your case if you’re providing a specific rather than general solution.

Detriment of taking no action

The ‘Implications’ section focussed on the facts and figures now, the result of the current issue. This section looks at the detriment of inaction and projects these facts and figures into the future.

These predictions highlight the potentially escalating nature of the issue, bringing home the big message that essentially says “this is a big problem and if we don’t do something about it now, it’ll only get bigger.”

At this point graphs that illustrate a trajectory of decline and/or peril will help the audience digest the information quicker.

As I talked about in this post about presenting data using graphs is a good way to show the overall picture without the need of specific numbers, or in other words, all the lines are going in the wrong direction and that’s bad.

So far, the business case has looked at the current situation, the implications of the situation and what will happen if no action is taken. We have them at the edge of their seats for a solution!

Proposed solution

And lo you have a solution. Not only does your solution correct all the wrongs of the previous three sections, it details the proposed approach.

It’s all very well in saying, for example, employees will be rewarded for their hard work to resolve an issue of lack of engagement, but it’s not enough to support your case.

In this section, you need to detail how your proposed solution will be rolled out, anticipating any questions you might expect the audience may have. These need to be written in clear actionable points, which will in turn essentially be the specific requests you are asking the audience to agree on.

They should know exactly what you will go away and do by them agreeing these points, as well as the consequences of them, i.e. resolution.

This can be helped by referring specific actions to specific people or teams from the previous sections, to the point where if you were to read back over the problem sections, they can be ticked off one by one as “sorted”.

You could have a separate section for Results but by doing so you run the risk of subconscious disassociation between the proposed solution and the results.

As such, I recommend keeping them together, as a single unit of solution and results rather than two separate points to consider.

You may also have a number of solutions up your sleeve and want to run each of them by the audience for their preference. In which case, it’s good to have some sort of clear comparison to the options, the strengths and weaknesses of each, and your recommendation with reasons.

Conclusion

The concluding section will consist of a summary of the case and a formal request to consider it as a whole as well as agreeing those actionable points.

Where applicable, it can be helpful to use this section to direct them to any appendices or annexes* that helped you with your business case, or any extensive and comprehensive pieces of data that aren’t necessary for the business case but still available should it be needed.

This basic structure is a good starting point when constructing your business case. It almost follows a story format: this bad thing is happening, causing all of these problems, and they’ll only get worse, until help comes along to solve the issue and as a result good things happen…

Very crude way of putting it but you get the gist!

Hitting the right note is your aim, particularly if you’re in front of a tough crowd to please.

* Ever wondered what the difference between an appendix and an annex is? An appendix is additional content relevant to the main body of text that you have put together but is better as an aside, for example case studies or tables of data. An annex is a supplementary document that has been put together by someone else but still helpful for reference or part of your research, for example a report on performance by the CMI, or a relevant article. 

 

The importance of good customer service in HR

My first customer service role was at the age of 16 at a local shop/petrol station, and I quickly learned about the multi-characteristic nature of the customer demographic. I then started to work with customers over the phone in another company where I discovered a new set of characteristics to add to this customer scope. Then I started waiting on tables which broadened the demographic even further to unexpected heights (those in catering know what I’m talking about)!

All in all, I began to see all types of personalities the world has to offer. Some were a delight to serve, some not so. Some were easy to deal with, some not so. Some taught me patience, and did not so.

To me, the customer demographic is a snapshot of the broad spectrum of personalities, and in my opinion, dealing with customers early on in a career develops important people skills that HR professionals can take with them throughout their careers.

The majority of us work with people who come with their own personality (or personalities) and dealing with some of them in a professional capacity can be a struggle, even under the implied constraints of workplace etiquette.

Customers are not obliged to adhere to, or behave under the scope of HR policies, company etiquette, or even social expectation. Indeed, they can throw at you whatever personality they want and there is nothing you can do about it other than react with complete and utter servitude and diplomacy in order to resolve the situation on your toes.

Typically, HR rarely deals with ‘customers’. Those who we provide advice to are ‘colleagues’ – staff, managers, business managers, senior leaders – but at times it can be difficult to handle situations with objectivity and diplomacy as you would with a customer.

So why are good customer service skills important in HR? Here are just five out many skills that are important in both settings:

  1. Co-operation

Using good customer service skills encourages co-operation. Rather than a position of servitude, we must be able to co-operate with our colleagues for the best outcome, one which has the least negative impact by personality negotiation.

Defusing situations before tensions rise is a key skill in both customer service and dealing with colleagues, and by understanding the same principles of the server-customer relationship, we can aim to co-operate better.

  1. Respect

We each deserve respect, and in my opinion, good customer service is demonstrated when a customer is shown respect even when they themselves are being disrespectful. This shows a huge amount of integrity.

Showing respect for teams and colleagues means that you maintain professionalism even under extreme confrontations, and will find it quicker and easier to reach diplomatic resolutions. It also demonstrates general good character which is a trait that will help you organically progress in your career anyway.

  1. Listening

A good skill in general, listening – or more specifically, active listening – in customer service means you provide the customer ample opportunity to voice their objections and opinions in whichever way they feel is more productive (even when it isn’t).

Even when they’re screaming and shouting, actively listening to this in a responsive, rather than a defensive way, means you’re assessing the emotion and frustration from their vent, thus understanding the impact a situation has on them.

Hearing what is being said, and the undertones not said, you are then much more likely to be able to identify the root of the problem they have experienced. This can be applied when dealing with a frustrated or upset manager for example and use other skills as a HR professional to provide solutions to their problem.

Even if solutions cannot be found, or at least not in the manager’s favour, actively listening will assure the manager that you have taken the time to understand the issue to give the tailored solution.

  1. Process improvement

As a follow-up from the point on listening, working with customers and listening to their problems provides you first-hand opportunities to identify process flaws or gaps.

You’re at the firing line of the negative impact these gaps have on the customers, and by providing them with solutions to resolve the situation, you are in the position to address these gaps on a more permanent basis by suggesting longer-term process improvements.

In the HR environment, dealing with colleagues and other stakeholders, you act as the fixer between company’s goals and weaknesses via its people. You are in the position of having the business acumen and people skills of an HR professional, and applying these to the day-to-day issues managers and employees experience.

Process improvement is just one step for bigger successes HR can facilitate, for example improvements on culture, employer branding and the employee value proposition.

  1. Going the extra mile

Customer service roles can sometimes be incredibly satisfying, especially if you’re the sort of person who likes applying discretionary effort to helping customers.

When applying the effort on the frontline, appreciation and gratitude is (mostly) expressed immediately, and the satisfying feeling it gives you makes you want to do it again.

Applying this in HR gets the same results (if you work in that sort of company of course). Just like coming up with discretionary and one-off solutions for customers in exceptional circumstances, HR provides enough opportunities to provide the same for colleagues and stakeholders without expectation of reward or special treatment.

It begins to teach you a great sense of occupational pride, knowing that you have sometimes the capacity to go that extra mile in order for big results to have a positive impact.

So by treating those to which we provide advice as customers, we carry that mind set of pleasing the customer through the things we do at work.

The company’s customers

As an aside, HR does in fact have distant dealings with customers in that whatever we do in our daily role(s) ultimately has a knock-on effect on the customer or end user.

We guide and support managers to deal with staff who are essentially the face of the company to its customers. How this employee is managed and supported by their manager is determined by the support we can give in order for the customer to receive good service.

The benefit of understanding this, and the skills and aptitude needed for good customer service, is that we can better place ourselves in frontline staff’s shoes.

We can begin to empathise with what can be a challenging role, considering, as mentioned, there are very few restraints within which customers should conduct themselves, other than the prohibition of expletives and violence.

The stress that comes with is can be excruciating, and as HR professionals we must be conscious of this fact and factor it into our advice and strategies.

The benefit of understanding the importance of the skills needed for good customer service means we can also work better in the business with our colleagues and stakeholders in general.

Adopting a customer-pleasing approach in the things that we do ensures we go about our work with pride, respect and understanding.

If you are currently in a customer service role and aspire to become an HR professional, I hope this has demonstrated the close link between the two and encourages you to emphasise these great skills to bag your first role.

If you work in a call-centre and you want to move away from that environment, check out this article I wrote on the host of other skills you can transfer away from a call-centre environment that you might not have realised.

 

Establishing professional credibility

I’m lucky enough to be part of a tribe of fellow avid doers – HR professionals. We tend to be just as enthusiastic about practising as we are preaching, as well as having a professional drive to lead, manage and develop our careers in confidence. I see an HR professional as a person, regardless of their role, and not a person who has an HR role.

A lot of this is down to having professional credibility. For those who are striving to get into the HR industry, have just started, or need a boost to the next level, they need to establish this professional credibility.

Professional credibility sits at the core of any person, in any profession, and acts as your career’s reputation. This can be easy to establish for those who have years of experience and contacts, with a wall full of framed qualifications to match.

But for those who have little or no experience, proving your professional credibility is that little bit harder. Sometimes this can be down to:

  • age (due to less years of experience rather than an ageist assumption that younger workers are less professionally credible) – years of experience can only come with age, but only if we’re looking at it quantitively; those who have to wait for Father Time can rest assured knowing that the best experience, like a lot of things, relies on quality;
  • lack of confidence – lack of confidence correlates with lack of knowledge. We lose confidence when we’re unsure of things: the direction of a conversation; the specifics of a particular topic; the reactions of others;
  • lack of drive – sometimes it can be a result of just not having the get-up-and-go needed to develop credibility, having an expectancy of it rather than working at it.

So if you do have the get-up-and-go, and you want to work on the first two points, two steps to establish professional credibility are:

  1. Immersion
  2. Application

Immersion

Breaking into a new profession, finding your feet with it, or looking for ways to progress within it is no easy feat. Immersion is one really good way of making this a lot easier.

So what do I mean by immersion? Immersion looks at immersing yourself into the industry, any industry, by being a human sponge. Absorb everything and anything about it to the point of obsession by researching into everything about it. Books, magazines, social media conversations, blogs, contacts, short courses, long courses, podcasts, videos – anything you can get your teeth into.

A lot of industries have become saturated with the internet making it easy for everyone to have a platform (even simple dorks like me!). While some people might think this is a bad thing, I like to see it in a more positive light.

You see, when starting out, or building on your professional credibility, you feel like you need to know more than you currently do. But with anyone being able to talk about any old gobbledygook, who do you listen to?

I say: ‘everyone’. While you have a blank (or more blank than you would like) canvas, there is no telling who to listen to or who to ignore. By absorbing everything and immersing yourself into that world, you begin to form opinions of your own, to link multiple ideas together, to spot discrepancies in arguments. In time, you’ll then have all the information to hone in on the methodologies and ideas that make sense to you and that you believe in; you’re not excluding the left over bits, you’re actually using them to establish the grounding of your understanding of the topic.

You’re gathering everything you need to know to a point where you can start to reject and question findings based on your own knowledge you have suddenly developed and not on other people’s thought patterns.

And to think, if you had decided to ask someone else for their opinion on who to listen to and ignore, you would’ve only been given their ideas, their opinions, thus losing out on all the other information and the opportunity to form an opinion and way of thinking that’s uniquely you.

Having worked in a number of industries and made a go at a number of careers, I have always immersed myself in these (…well the interesting ones anyway) with this method. Accounting, holistic therapy, and health and safety? Courses, research, qualifications and industry-related media for all the above. And ditto for HR where the immersion exercise grabbed me, enthralled me and adopted me. Which takes me to the second step.

Application

After immersing yourself in the profession and you feel like you have a good understanding, even at a foundation level, so much so to form opinions, acceptance and rejections, all this knowledge you have needs to be used to establish your credibility.

By applying this knowledge, you’re demonstrating everything you have discovered; most of the time this can be done passively – you’ve immersed yourself so much into the field, it is second nature and can be applied by discretionary effort.

Being more active about it involves some creative thinking and understanding your intentions and goals so that these actions are aligned to them. Actively establishing your professional credibility takes a lot of effort and mental energy so you need to be aware of the direction your efforts are taking you and that they’re lined up to what you want in your career (have a look at this post on professional motivation if you need a hand with this).

Applying your new-found knowledge is essentially putting your understanding to practice, putting it out into the world in real life scenarios which in time gives a grounding to your credibility.

There are a vast array of ideas to apply your knowledge:

  • contribute your own opinions and findings to work conversations, debates and meetings (thereby proving that you are someone who knows their stuff and can contribute your own unique perspective to work matters)
  • putting yourself forward to lead projects, talks and meetings (thereby building your confidence in taking your knowledge a step further to ‘leader’ rather than just ‘thinker’)
  • allowing your own skills and knowledge to shine through your daily work, as well as supporting other teams and projects that may not necessarily fall under your remit (thereby demonstrating you can apply your professional know-how to your role, developing it into your own, as well as applying it in unfamiliar territory and other specialisms)
  • contribute to blog posts, articles and profession-related online forums (thereby developing a network and contributing your opinions and voice to a wider audience, outside of work)
  • finding your voice through a number of extracurricular activities outside of work, for example starting your own blog, actively managing your online presence and putting yourself forward to write, speak and facilitate on areas of interest (thereby establishing yourself as a professional dedicated to their specialism, strengthening your reputation, and forever developing your own skills, knowledge and confidence)

These are just a few examples of establishing your professional credibility both inside and outside of work. It’s a good idea to ensure you put yourself out there beyond your place of employment, even if you intend to stay there for the foreseeable future, as not only is it a great way to network, you get to learn from so many people who think differently to your organisation. And if you are thinking of leaving in the foreseeable future, this is a great way to progress in your career in your chosen area.

Building integrity

Applying your knowledge to establish your professional credibility can only work when you are trusted and have integrity. Establishing credibility and trust are logically synonymous but sometimes forgotten. If you are seen as someone who lacks integrity and trust, your knowledge, regardless of its ground-breaking qualities, will fall on deaf ears. People will just not believe you and not take the time to listen to what you have to say. As a side note, if for whatever reason you need to establish yourself as a trustworthy professional, work on this first before applying your knowledge.

Establishing your professional credibility can be good fun. Indeed, I’m having immense fun establishing my own professional credibility; writing this blog is just one way I’m doing this. It takes time and the end result is barely measurable but having patience, and trusting the process, the steps your making day by day to put yourself out there as a professional dedicated to the profession, will inevitably pay off.

 

Recording yourself to improve your verbal communication

I’m delivering this post, very aptly, as a video post today in which I talk about recording yourself to improve your verbal communication.

In this video, I cover:

  • The benefits of recording yourself, including getting over the ‘umms…’, getting used to your voice, and being conscious of your body language
  • How the recording set up is easier than you think
  • What to say when you’re recording yourself
  • And the things to avoid.

I’m hoping to do more of these video posts every now and then. Let me know what you think!

 

How to present HR data

Retrieving and disseminating HR management information is one thing but presenting this data to various audiences that engages and informs them, without sending them to sleep, is a different thing altogether. Understandably, the topic of statistics doesn’t tickle everyone’s interest even though we understand that they are crucial to inform decisions, measure impact, and project trends.

So how do we relay metrics to key decision makers and tell them what they mean without losing their attention span within the first 10 seconds?

The answer can be summed up in one word: illustration.

Illustration, in all manner of meanings, can help audiences understand not just what the stats are, but what they’re illustrating. This can be done literally through illustration, that is presenting the data in pictorial format with graphics and charts, or figuratively, that is illustrating the idea of what the stats are saying.

Death by PowerPoint

It’s almost customary to include some sort of PowerPoint-bashing in an article about presenting, and this one is no exception. Granted there are times when PowerPoint or other similar and just-as-useful programmes are appropriate and necessary, and indeed for presenting data in person. But I want to bash the generic, almost primal use of slides that present data in a cold and useless way. White background. Bullet points. Comic Sans. Word-for-Word reciting. Cringe.

Have you ever sat in a presentation when so much data is displayed in monotonous charts, accompanied with labels and figures, and then the presenter reads off each and every single piece of data that is already on there, one by one, as if it adds value to what is already on the screen? Don’t do this. This is a sure way to kill what little attention people might have had prepared themselves for, for a notoriously tedious topic.

What’s worse is that this way of presenting data is also a time killer. This style of presentation could be done by email – the presenter doesn’t need to be there as essentially they will only read off of it anyway. The audience’s attention will in fact be MORE engaged reading it from an email as they don’t have the robotic narration in the background.

So how can we illustrate data and metrics?

The first thing to ascertain is the purpose of this data; how is this data being used? You might have several answers for several audiences from the one set of data, so by determining context before illustrating your data, you as the presenter can add so much more value than reciting numbers and percentage points.

Understand the purpose of the data and you can paint them a picture. By way of example, let’s assume you are presenting on the effectiveness of training, beyond attendee feedback:

Instead of saying:

“15 staff went on line management training in the last quarter, compared to 7 in the previous quarter”

Say:

“The amount of managers developing themselves has rose by more than double in the last quarter than that of the previous.”

These sentences are very similar and I could be accused of being pedantic. But the second sentence explains the data in words that people understand. “More than double” is more easily comprehensible compared to hearing two lots of numbers. Of course 15 is more than double of 7 but the more you recite numbers, the more they lose meaning.

With the above example, you could take the stats a bit further, providing you have the information available:

“Formal grievances raised have reduced by 25% in the same time period suggesting that line managers are more confident in managing conflicts before they escalate.”

This adds relevance to your presentation and adds another measurable dynamic to your illustration. This illustrates the impact behind the figures; there is a possible correlation between the increased uptake in manager training and the decrease of grievances. Although it’s a number, including the figure “25%” adds a quantifiable impact that is easier to mentally digest than reciting numbers like “the number of grievances have reduced from 76 to 57.” When first hearing this, is that a lot, is that a little? They don’t need to know the numbers, just that the numbers have been reduced by 25% – that’s instantly quantifiable.

If they need to know the numbers

When illustrating your data, the objective isn’t to eliminate the numbers entirely – without these there is no presentation. All you’re doing is explaining what the figures mean so the audience is informed on what to do next or assess retrospectively. However keeping these numbers to hand during the presentation means that your presentation is backed up by cold hard statistics when challenged or questioned. They’re handy to have in the background but they’re not necessary to be shared. If the data is being presented through a report or paper, and in other words you’re not there to have these figures to hand, supplying this hard data as an appendix means it’s readily available for those who want to see this but is separate from the main body of the report.

Infographics 

I have written before about my love for infographics. They are the older, much cooler sibling of the pie and bar charts and take data presentation to a new level.

Using infographics to present your data contributes to the relevance of the figures, as touched on above. Depending on how the illustration is put together, it can be easy to instantly portray the impact and effect of figures on a number of variables and other metrics.

Infographics can also skip the unnecessary commentary and narrative as the pictures will speak for themselves in a way that the audience can immediately identify and put into a bigger picture context.

You need to think creatively when jazzing up a cold subject like data so using infographics to present the data gives the audience a break from seeing the same presentation-by-bullet-points they’ve grown to loathe. There are a number of sites that allow you to create infographics in a variety of styles and designs that require no payments, licenses and attributions. There are paid options available but they’re unnecessary for the likes of what you need them for.

Stop reciting!

I cannot emphasise this enough. This advice can be applied to presenting in person in general – do not recite word for word from the slide that is already in front of people if you are presenting the data verbally. If a visual representation of what you are speaking aloud is in front of someone, they are much more likely to read what is in front of them than hearing what you are saying. Worryingly, they are also reading ahead which means assumptions are already being made on something you have yet to say and you lose the impact. Similarly, resist the temptation of swapping or skipping words in an attempt to look like you’re not reading it word for word. Everyone knows what you’re doing and you’re more than likely to stumble over your words.

You can resolve this by using the slides purely to prompt and illustrate what you are saying. As mentioned, data can be a tedious subject to explain so keep the words to your commentary and keep the data on the slides.

Know your audience

After discovering the joys of creating infographics can bring to your life, you’ll be tempted to use infographics for every presentation. Although this can be informative and more useful, certain elements of infographics might not be appropriate for very serious and traditional audiences. Presenting data to a management board for example should be done in a slick and simple manner, almost to the point of being cold. They really want the cold hard facts and although you may want to illustrate the impact etc. in an innovative way, sometimes this can be done simply with a bar chart or diagram.

So now you know there is another way of presenting data, you should be able to add impact to your presentation or report without boring the audience or reader. As long as the illustration is appropriate, your cold data is made available, and the digestible data hasn’t been skewed in the process of making it easier to understand, your data and metrics can go far beyond than just numbers.

 

 

Too many interests to choose a career?

Have you ever found it hard to choose a career because you just have so many interests? Or you’re frightened that you’ve gone from obsessive hobby to the next, you’re hesitant to commit to a single interest in case next month you would have moved onto something else? Have people often commented that you have an eclectic set of skills and ‘there’s no end to your talents’?

This can be frustrating for the fellow avid doer. We have the energy to devote our efforts into something that will build a flourishing career, but with so many interests, most seemingly completely unrelated, choosing one proves difficult. Moreover, the fear of choosing the wrong one is just as bad.

I spoke about how there is no perfect career for everyone in my last post so it’s important to remember that there is no right way about finding job satisfaction, or in other words, there will never be a perfect solution as it doesn’t exist so therefore mustn’t be ventured for.

So this should give you more room to play with your multiple interests, the number of potential jobs out there that will satisfy you.

Multipotentialites

What better way to begin than to explore the concept of Multipotentialites. For those who aren’t familiar, this is a term and way of thinking developed by Emilie Wapnick who founded the website Puttylike. The ‘Start here’ page, for obvious reasons, is a really good starting point for people with many interests to explore.

Multipotentialites, Emilie explains, are people with multiple interests and creative pursuits. They have no chosen career but instead like to explore as many of their interests as they please. They are also known to learn a new skill or interest, become obsessive about it (it literally takes over their life) and then some time later (a week, a month, a year…) the interest is no longer interesting and they move onto a new creative pursuit.

Now without knowing this concept and the basis that this sort of behaviour is OK, a lot of closeted Multipotentialites will be beating themselves up for flitting from one interest to the next, frustrating not just themselves, but family and friends around them who can’t keep up.

Knowing this inspiring concept has made my transitions from one interest to the next incredibly natural and guilt-free, so I thoroughly recommend hopping over to the website…after you’ve carried on reading this of course.

Indulging in multiple interests

There seems to be an apprehension for indulging your multiple interests especially when you’re determined to focus on your career, but by denying yourself to do this, and explore even more potential interests, you’re not honing the particular set of skills that are wholly unique to you.

Only you have the specific level of competence in a specific combination or related and unrelated skills and hobbies.

Your personal formula

I believe your personal set of skills and competence, or your personal ‘formula’, is the very thing that separates you from the rest when it comes to choosing, perfecting and advancing your career. I talk a lot about transferable skills, so it won’t come as a surprise to you if I said that transferable skills from each of your interests could have a place in devising the career that is uniquely you, plays to your strengths, your weaknesses, your interests, your motivation, your reason to get up in the morning…all of these things that help people love their jobs and in turn progress professionally. This unique formula is one element that creates job satisfaction.

To put it into context, Bob (fictitious) dawdles between a number of jobs that tickles his multiple interests that are seemingly unrelated. He had a try at accountancy, music engineering, law, decoupage, and internal communications. Some might think that Bob is fickle and that he just goes from one job to the next that caters to his multiple interests but doesn’t really help him build a solid foundation on which a fulfilling and progressive career can be built upon.

Sure, Bob is a bit lost and can’t seem to get an ‘A-ha!’ moment where he’s truly found job satisfaction.

But the thing about Bob is, he’s been creating his personal formula. It might be a hodgepodge of skills but come the time he knows what he wants in life, what he wants out of a career, and how to indulge in all of his interests, he has a unique formula that could give him a competitive edge at an interview.

Bob’s formula has profiled him as:

  • Accurate with numbers
  • Attention to detail
  • Creative and capable of thinking outside the box
  • Highly computer literate
  • Intelligent
  • Willing to learn new skills
  • A strong communicator
  • A strong collaborator
  • Eager
  • Not afraid to go for what he wants

Hopefully Bob will figure out what he wants to do with his career, and when he does, he can add qualifications to the formula he has already developed. There might come a time when his certain elements from his formula combine to make him a super-suitable candidate for the job that has seemingly been made for him.

Having multiple interests does not mean you have to pick your favourite and run with it, neglecting the others.

On the contrary, if you have a blatant favourite and you really want to take that off, then that is absolutely fine, but keep a finger on your other interests, even at pastime or hobby level. This helps keep your formula up to speed and keeps it unique. It also means you get more satisfaction out of life in general.

By doing something you enjoy in your spare time, it helps you separate work from home life, the mental or physical muscles you use at work and the ones you use at home. ‘Variety is the spice of life’ they say.

This reflects the danger of falling into the misconception that making money out of each and every interest leads to job satisfaction, or ‘following your bliss’. It’s important to remember that if you happen to enjoy doing something for free, there is no automatic assumption you’ll enjoy doing it for money. For example, as a foodie, I absolutely love to cook, but I couldn’t do it as a job. It’s something I do to unwind from work, an enjoyable hobby that doesn’t have any professional pressure.

I took this same approach when I realised I wanted to start a blog about career development. I’m an HR professional and love all things HR. I could’ve easily started an HR blog but I chose specifically career development because, as well as wanting to help people like me progress professionally, it’s also something I’m really interested in.

So while I develop my skills as an HR professional at work and through CPD (continuous professional development) I get to develop my skills as a blogger and sort of career coach-y person (is that what I am?), on top of the other interests I have. I’ve since gone on to find many elements of HR and career management overlap and one feeds into the other. Even if they didn’t overlap, indulging in my multiple facets that make me me, means I’m forever strengthening my unique formula.

But is there a way of making money from a number of your interests?

Portfolio career

Portfolio careers are essentially working a number of part-time roles, usually 2 or 3 at a time. Not only can this way of working mean you will never have a monotonous week, or ever have to choose one career aspiration to follow, it’s also considered to be a safer way of working in terms of job security. You lose a job? That’s fine, you have two others to fall back on.

Portfolio careers are a better way of networking than if you remained in one job, especially if each of the jobs were in different fields. Just think of what this social asset does to your personal formula!

It does have its pitfalls though, for example making sure schedules are synchronised and switching from one working culture to another all the time can be confusing, but it is an option to consider, a popular one at that.

So please do not worry if you have so many interests that they’re confusing you to the point of frustrated inertia. It’s such a good thing having so many interests and experiences, and it’s a case of deciding how to use these to build a career, and life in general, in the way that suits you.

This is the second of a 5 part series of posts on discovering how to find job satisfaction. Next week, I will be talking about how working cultures can help you in your quest, and the signs to look out for.