How to Choose A Dynamic Self-Development Goal
The first development is self-development.
#1. Explore widely.
What leadership skills and behaviors seem most relevant to pressing challenges and current opportunities? Make a long list.
#2. Use an aspirational lens.
Look through the lens of aspiration. How do you aspire to contribute to the world? Make a list of skills and behaviors that might enable you to fulfill your aspiration.
#3. Combine challenges, opportunities, and aspirations.
How might you combine the lens of challenges and opportunities with personal aspirations? Suppose you aspire to the corporate suite. How might you solve today’s challenges in a way that expands your ability to sit at the corporate table?
Suppose you aspire to public speaking. What speaking skills connect to current challenges? The development of empathy might be relevant. The skill and ability to connect with people is always applicable.
#4. Narrow your focus.
No one eats tonight if you try to grab all the fish at once.
After exploring widely, narrow your focus to one dynamic skill.
You might choose to work on learning agility. (All leaders should work on this one.)
#5. Commit to one or two observable behaviors.
Doing too many things at once dilutes results.
Behaviors that improve learning agility:
- Feedback-seeking. (How to Seek Feedback)
- Learning from mistakes and failures. (Five Ways to Learn from Mistakes)
- Recording lessons learned from experience. Journaling.
- Noticing patterns. What frustrations do you repeatedly feel? What new responses might you develop?
- Learning with mentors, coaches, and advisers.
- Practicing curiosity. Increase the number of questions you ask with genuine curiosity.
- Stopping. Stop doing things that don’t work. Make a list of three things you do that don’t add value.
You know how to move forward after you choose behaviors that propel you forward.
What development goals seem most relevant to you?
Bonus material: Improve your Ability to Learn (HBR)
Question: a lot of time, we deal with people who don’t aspire to contribute anything that has anything to do with their work. They’re aspirations run to family, hobbies, money etc, but not so much to widget making.
Start by discussing with them why they aren’t invested in their work to the degree you would expect. There are all kinds of reasons, some of which may reflect on you as the leader (such as not giving them the bigger picture), some of which may reflect on the workplace culture, and some of which may reflect on their current situation. Then, work with them to identify the KSA (knowledge, skills and abilities) that overlap between their personal aspirations and their work responsibilities. There are usually a couple of KSAs that are similar. Identifying those KSAs will help them engage with the work.
Great stuff Dan,
I see the Gambit as to what is reachable? As we seek fulfillments and attainabilities in life, the challenges are still there. Grasp what you can and seek the “KSA’s as jennifer refers too and life changing events should or could occur. often times in the corporate world much of this is hidden until someone notices and gives someone an opportunity.
Always reach for the sky evenwhen the clouds are offering different levels that are reachable on ones quests.
Have a great weekend.
Tim this resonates ‘much of this is hidden until someone notices and gives someone an opportunity’. My first thought was … churches too! Interesting how our own aspirational goals (or lack thereof) are linked to the same seasons of growth or stagnation in those we serve. In our organisations I see the creeping complacency of consumerism!
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