R - Rewards                Even in a difficult economic climate, we all hope for some rewards for our hard work, whether financial or personal, and we may need to be quite determined in order to achieve them

E – Expectations         However well we plan our activities we may also have expectations of support or assistance from other people and we hope not to be disappointed by them

D – Dreams                 It is still OK to dream.  It gives us the impetus to drive for something currently out of reach, to envisage a place where all the effort comes together.  Without dreams we will not thrive.

and

G – Goals                    We all need to set goals for ourselves.   It is important to know what we want to achieve, perhaps daily, weekly, monthly, for this year or maybe for the next 5 years

O – Organisation         Once our goals are set, it is imperative to be as organised as possible, ensuring our work-life balance does not tip over in either direction, planning our workload, managing our time, to be as efficient and effective as possible

L – Learning                Every day should be a school day.  We should take a couple of moments at the end of each day or perhaps catch up with ourselves at the end of each week, to reflect on what has happened, what we have learned.  It might be something factual or something about ourselves or our business or the people around us.  The benefit is in the reflection and how we deal with what we have learned

D – Development        We all need to continue to develop, to find ways to continue to take the new stuff on board and to be ready for tomorrow.  Whether it is how to use a new piece of kit, reading an article or embarking on a qualification, it all counts and standing still is not an option.

So, if it all starts to feel a little overwhelming, just remember RED & GOLD to give yourself a boost and keep going.  Here’s hoping for a glorious Year of the Dragon for all of us!

The Pantone Color Institute have announced what they believe will be the colour of 2012 – and it just happens to be the colour I chose as my corporate livery some time ago!  If  you have one of my business cards or have visited The Professionalism Group‘s website then you will recognise the lovely, warm colour instantly.  The particular shade is apparently called Tangerine Tango and was chosen, according to Leatrice Eiseman, executive director of the Pantone Color Institute, because it is “reminiscent of the radiant shadings of a sunset and marries the vivaciousness and adrenaline rush of red with the friendliness and warmth of yellow, to form a high-visibility, magnetic hue that emanates heat and energy.”  Doesn’t that sound great?  She went on to say that their choice of orange is because of its association with urgency and calling to action and added: “Consumers look to Spring for renewed energy, optimism and the promise of a brighter day.”

Why did I choose it originally?  Well, it wasn’t difficult as I have always believed that a huge part of professionalism is a positive attitude and always bringing (as far as humanly possible) energy and humour to your dealings with those around you.  I knew that  this wonderful shade of dark orange could not be beaten as an expression of those ideals.  Now it seems that the trend setters agree with me!

So will your life (and maybe your wardrobe) be bursting with Tangerine Tango in 2012?  Mine certainly will and I hope you will join me.

]]> http://www.theprofessionalismblog.com/2011/12/wow-im-a-trend-setter-thats-reassuring/feed/ 0 http://www.theprofessionalismblog.com/2011/11/reach-out-%e2%80%93-i%e2%80%99ll-be-there/ http://www.theprofessionalismblog.com/2011/11/reach-out-%e2%80%93-i%e2%80%99ll-be-there/#comments Mon, 14 Nov 2011 12:46:06 +0000 Susie http://www.theprofessionalismblog.com/?p=423 The title of this post is an old song title from the Four Tops.  It’s amazing how old song lyrics can get you thinking.  The song is all about support systems and asking for help when you need it and, hearing the song the other day, that thought collided with some statistics I heard a few days ago.

You can’t possibly have missed the fact that it is only a few weeks to the holiday season and you are probably starting to think about what you might be giving to those around you as gifts – well you will be soon if you haven’t started just yet! There is one person, however, that most of us don’t include on our gift list and that is ourselves.

Because none of us can know absolutely everything about everything, we have always developed methods by which we can rely on other people to fill in the gaps in our knowledge and current methods simply reflect the times we live in:  sharing information virtually; team dynamics working best when everyone contributes what they are best at; networking and looking for expertise in others.  We all look for and depend on the very different support systems we find and build around us.

Yet for some of us, asking for help remains a most difficult thing to do.  Do we believe that people will think less of us because we don’t know the answer?  Are we afraid that people will be disappointed in us?  Or are we just too embarrassed to admit to the gaps in our knowledge.  None of these reasons should really stop us because people are always happy to help, to give assistance when asked.  You just need to admit to yourself that you need to ask for that help.

I recently shared a speaking platform with Katherine Hathaway, Deputy Director of the Enterprise Directorate at the Department for Business and Skills (BIS).  The subject of her session was business growth and she offered a worrying statistic from their research that around 60% of SMEs had not actively sought any external advice and assistance in the past three years.  Of the 40% that had, seeking that advice had more often been triggered by problems than looking for strategic advice up front.  They also discovered that the propensity to seek and use advice increased with the size of the business and was more common in younger businesses and those led by women.  They now need to establish whether there is a correlation between the success and growth of those organisations and taking that advice.  They perhaps also need to answer whether businesses that do well would do it anyway – advice or not!

There are good reasons why we don’t seek assistance or advice from those who can help – trust, confidence, possibly financial imperatives.  However, it is worth bearing in mind that there is always the possibility of benefitting from changing the way we currently do things, to find new avenues, to look for those who can make our lives a little easier, take the stress and worry out of our decision making and help us to make tomorrow look a little more like we want it to be.

Ever noticed that life tends to teach us what we need to learn?  Well, there is an old Santa Claus legend that says that his magic red sack will give each of us what we need not what we want.  So don’t forget to ask for what you need this year.

As the increasing longevity of the population means that the government continues to struggle with the question of where to peg the age at which we might all receive our bus passes, I recently attended the festivities surrounding the retirement of a long-serving colleague.  Listening to the stories relating her personal history to patterns and methods of working which have long ceased to be relevant in a modern environment, it occurred to me that, over time, her capacity to adapt had been severely tested but that, in amongst the other elements of her day to day tasks, she had found the time to train and assist those around her.

Compare this scenario to one that I am sure that we have all encountered – where a member of staff retires or resigns taking his Rolodex with him, without leaving an instruction manual behind, without telling colleagues how certain processes are performed or where the key to the recycling bin is kept.  This would be bad enough if it only applied to a loss of skills capacity but when it also applies to the loss of a lifetime of applied experiential learning then the loss is much, much greater.  So how can organisations prevent this from happening?  The answer may well lie in formal and informal mentoring schemes as a method of future proofing.

There are, of course, different types of relationship which would be covered by the mentoring spectrum – long term one-to-one relationships, short term for an individual’s particular role or organisational need, peer discussion (for which read sounding board or buddy), encouragement (probably closer to a coaching scenario).  It is, therefore, possible to pick and choose what suits time availability or inclination, whether the commitment is to a prolonged process over time or to put in a short concentrated spell, perhaps between assignments.

One of the main issues which raises its head when talking about the concept of CPD with very senior members of any profession is that, after a certain number of years, it is felt that CPD is irrelevant as individuals with so much experience have nothing left to learn or have no need of further input.  This misconception is wrong in so many ways, not just in terms of the lack of professionalism on show but also about the theory of CPD itself.   Extending one’s horizons is not just about learning new facts or methodologies but can also be about new behaviours and new patterns of working.   Most professionals would agree that the main benefit to be gained from attending seminars and conferences, for instance, is not just about the subject matter but also about the networking possibilities, the chance to benefit from other people’s experience, finding out how someone else would carry out a particular task better or quicker or more efficiently.

If you turn this on its head and consider the opportunities open to younger members of the profession of learning directly from the voice of experience you begin to see how mentoring can be a uniquely beneficial experience to both the mentor and the mentee (yes there is such a word).  The mentee sees the value and rationale of the approach which comes with maturity and painful experience while the mentor gets to tell all the work stories he hasn’t been able to squeeze into the conversation recently!  More seriously, demonstrating by example and anecdote are acknowledged to be among the best teaching and learning tools available and very experienced practitioners have a very wide store to choose from.

Some might argue that a forward looking profession should not need to learn from those that have gone before.  I would argue that actually things don’t change quite that fast in the real world and few would pass up the major opportunities which meeting and conversing with more senior members of their profession would bring.  One would hope that in most organisations an element of this is happening all the time but there is always extra to be gained from discussion with those outside one’s own sector or area of expertise.

For any professional discipline the issue of harnessing the wealth of knowledge and skills of its more experienced practitioners for the benefit of the newer members is a key factor in development and maturity.  Many have realised the value of this type of knowledge cascade and implementing formalised mentoring schemes mean that individuals are reaping the benefits.

So for those of you who are already embarked on this noble enterprise but who probably don’t take any credit or receive any acknowledgement for it, consider your contributions as suitable elements for your own CPD.  For those of you not yet involved, perhaps you might consider the idea, if not now then perhaps at some point in the future. How about giving something back and bring on the youngsters behind you by offering them the benefit of your vast experience.  You need not wait until you are nearly set to get your pension (tempting thought) because however far you have advanced in your career, there are always those who know less or are less experienced and who would be grateful for a small, regular amount of your time.

I know there are many out there to whom this expertise transfer would appeal so perhaps it is time to dust off those stories …….

Why does this work?  Because we all believe that anyone with a decent reputation, someone who has delivered excellent service before, will do so again for us.  This person is therefore to be relied upon and will turn up when expected and give us the service we need.

Reputations are hard won but oh so easily lost.  Our actions and behaviours are our constant marketing tool so we all need to be  aware of the way we present ourselves at all times, not just when we think we are being scrutinised.

Since I published “Professionalism: the ABC for Success” the book has received many positive reviews.  More than one reviewer has suggested that it would useful to have one section – “The Golden Rules” – available to put up on the wall or by your desk.  So here they are as a download, just to give you the continuous edge you need to ensure that you maintain and build your hard won reputation, to ensure that you thrive in this difficult economic climate.

Professionalism is how to get ahead in any profession

This is how: http://www.professionalismbooks.com/the-golden-rules/

The other night I attended an event jointly offered by the RSA and NCVO, rather interestingly titled “The Big Society:  Challenges and opportunities for membership organisations”.  The speaker list was impressive: Matthew Taylor (Chief Executive of the RSA), Dame Fiona Reynolds (Director General of the National Trust) and  Sir Stuart Etherington (Chief Executive, NCVO).  The event was a sell-out and we are told there was actually a waiting list for seats.

However, what should have been a scintillating evening of discussion was a rather dull affair which began with a carefully scripted set piece from Matthew Taylor and two rather more interesting explanations of the success of the guest organisations.  It only really arrived at the nub of the issue when the speakers were allowed to go off-script and put forward their personal points of view in response to questions from the audience.

In the end it seemed clear that there are three main requirements for The Big Society to become a reality and to provide the benefits envisaged.

Framework: Many of us think that we understand the intent of “The Big Society” and the extent to which some organisations are already well embarked on that road.  However, the single missing piece which might make the difference between success and failure is any sign of a Framework from government to indicate that they have a clear vision of how all of the pieces will fit the jigsaw of the changes upon which they have embarked.  The Framework is probably the major requirement to ensure people adopt the vision in its entirety.

Collaboration: For all membership organisations the real meaning of collaboration is clear.  It is about joining with others to share your values in order to make a difference, both internally and externally.  Increasingly though, success will be about letting go of our obsessions with our own brands and identity and working with other organisations to ensure that the message or the mission becomes the real story.  Organisations must evolve to ensure that they can continue to look outside and then to have the courage to ask if their own mission or ‘vision’ is keeping up with what is happening outside its doors.

Localisation and participation: Meaningful engagement works best when it is local.  People can care about what is important to them and may do what they can to be involved.  If organisations are not just listening but also responsive then participation becomes a relationship not an imposition.  It is essential to value all members, whatever their contribution, whether they are voluble participants or just paying their subs as an expression of their current capacity or really getting stuck in with initiatives.

For CILIP the message is also clear, this is an opportunity to be grabbed with both hands, it is time to be involved and to find a place in the forefront of enlightened organisations, to establish a real presence and to work with organisations outside of the usual suspects.  It’s branches and groups already have relationships with an enormous range of sectors and can provide the conduit for much of what is needed but it is also imperative to understand that its current borders of influence must become permeable and elastic in order to expand in a way which will prepare it for the future.

It may be useful to remember that there is no such thing as a perfect membership organisation, just one that gets it wrong less often.  Is CILIP able to look outside itself and be as flexible as it needs to be in order to flourish?

Note:  The RSA and the NCVO have undertaken a joint ‘Future of Membership’ project. Some useful material is emerging from it – see the RSA page about the Future of Membership project. and NCVO  Future Focus: What will membership be like in 5 years’ time? – a workbook looking at 6 drivers for change, strategic opportunities and challenges.

A for ATTITUDE

It is never too early or too late to realise that professionalism applies to all of us, all of the time, not just in the workplace but in your personal life as well. Being the sort of person who is known to be trustworthy, honourable, honest and reliable brings its own rewards.

Professionalism is not linked to your job title or how many qualifications you have achieved.  It is about the type of person you choose to be and about the effort and integrity with which you tackle whatever comes your way.

These attributes are the difference between professionalism and just doing your job. They bring the self-belief to tackle the unknown with confidence and to deliver every time.

If you could grow professionalism in a test tube or create it from a recipe book then you would find a long list of ingredients needed to make your final product.  There are some indispensable components and some which may not be quite so obvious.

“We all underestimate what we can achieve…”

Tim Smit, creator of The Eden Project.

Currently a social innovator, previously an archaeologist and music producer

These extracts are from my newly published book “Professionalism: the ABC for Success”, designed to further an understanding of what professionalism is and how it can have very positive effects in all areas of your life.  If you would prefer not to wait for the instalments, the book is now available from Professionalism Books , from Amazon and to order from your favourite book stores.

CHOOSING  EXCELLENCE

We are all used to the idea that society applauds excellence in a variety of ways.  We see award ceremonies for the ‘best of’ everything, from films to books, from holiday companies to advertisements; we hear about prestigious prizes for inventive or ground-breaking ideas; we understand that reaching the top of your profession can attract a larger salary.

Excellence is also the root of professionalism.  It is about putting in maximum effort, not just to get something done but to achieve the best possible result and to do it with passion!   An individual’s choice not to accept second rate or second best for themselves or those around them means not just looking at the big ideas and issues but paying attention to the little things too.  They all make a difference.  We can’t deny that the big issues, such as maintaining standards and always behaving ethically, are incredibly important but the smaller signs of excellence, apparent in the way we treat other people and in the way we behave each day, are just as important

MAKING A START

Striving for the professionalism ideal is not enough by itself.  That ideal needs to translate our thoughts and attitudes into actions, words into deeds, to make a difference.  All great endeavours need a jumping off point.  In your journey towards professionalism you also need to make a start and that starting point is your decision to choose excellence.  This is your first and most important choice and it will colour everything you do from this point forwards.  There is a very old saying ‘if something is worth doing, then it is worth doing well’.  Take it further and let’s say that it is worth striving for and delivering excellence in everything you do.

With excellence as your eventual goal, and the pursuit of excellence as the companion on your journey, you will find that you will:

• Enhance your own performance
• Maintain the quality and accuracy of everything you do
• Bring enthusiasm and passion to all that you do
• Develop a ‘can-do’ response to tasks and challenges
• Take ownership of problems and be a creative problem solver
• Use your initiative to act on opportunities whenever possible
• Seek and not fear responsibility
• Look for areas which can be improved
• Not hesitate in suggesting and introducing improvements
• Go the extra mile, the extra effort that makes a difference to the outcome
• Respect and appreciate the contribution of others
• Encourage others to do more or better
• Continue your own learning in all areas

These extracts are from my newly published book “Professionalism: the ABC for Success”, designed to further an understanding of what professionalism is and how it can have very positive effects in all areas of your life.  If you would prefer not to wait for the instalments, the book is now available from Professionalism Books , from Amazon and to order from your favourite book stores.