Perhaps it’s not what you think. If you were asked that question, it would be even less likely that you would answer yes.
Perhaps you’ll either get confused by the series of meaningless buzzword bingo, or you’ll completely underestimate yourself.
Not all of us are British, but not selling ourselves short is a very British phenomenon. It’s also very corporate.
The problem is that it’s another reason why we feel trapped in our actions.
In my experience of talking to hundreds of people in retired and non-retired companies (which is as certain as death and taxes), we are often painfully unself-aware. there is.
What do we all too often define ourselves by? what we are seen doing. It could be a job title, a few bullet points of the job description, and sometimes even by the people who work for our company. Last week, someone described himself as “running a strategy and portfolio team.” Oh, how nostalgic.
But I can’t talk. For 16 years, I have defined myself by my company name.
What I’m saying is that what we’re really good at is often much bigger and better and more valuable than we think.
Others see this too. Like that really good boss that came along once or twice in your career. Or a really thoughtful co-worker (just about to retire or publicly stagnate).
But you can’t rely on others. it’s up to you.
In order to see your true self, you need to properly audit yourself.
Did I mention there are books available? Pre-order on Amazon?
Corporate Escapology has a series of exercises I developed for auditing yourself. This is a series because sometimes we have to really bring out the best in ourselves. Our self-deprecation puts a brake on our self-awareness.
It’s called Six Prism. Its purpose is to help us identify the many things we do brilliantly, but often completely unconsciously. What we think is instinctual is actually learned behavior.
How to look at everything strategically, how to understand context, how to assess risk, how to maintain and scale what works, how to consider stakeholders, how to deliver quality products. , how to look for and measure impact, and more.
You don’t need to have experience in strategy or risk to develop skills in these areas. Funding will not be provided if it is not aligned with the strategy or does not demonstrate a manageable level of risk (with mitigation measures). If you can’t understand the agendas and dynamics of your various stakeholders, or if you can’t explain your next steps and how you intend to address change, you won’t get far.
When I did this exercise for myself, I realized that almost everything I wrote down was used in my BP almost every day. And now it’s been used for more or less every client I’ve worked with since then. Built-in. That means fewer failures and the ability to deliver more results, usually faster. It’s good for me and it’s good for my clients.
That’s a big reason why companies like me.
I’m the same as them.
Still, tied to my previous job, I never realized how valuable those things were. Because (for the most part) everyone had them.
Now we see how valuable they are. Those who have not received our training, who have not learned to thrive within our culture (explicit and implicit), who have not faced the stick without the carrot, are equally valuable. cannot be produced.
So if you’re thinking this Easter weekend that you might not want to be in the same place next Easter, just stare at Paddington and see yourself.
Fully accept yourself for who you have become and what you truly have to offer.
If you can’t wait for Corporate Escapology (and who can?) Download Six Prism Do some exercises on the Corporate Escapology website. Please take a look and give us your feedback and critiques.
I’m here for you.