In Erik Fisher and Jeff Brown’s podcast on improving your focus, I found a fascinating thought: You need to focus on your strength and “buy” others to support you in your area of weakness instead of trying to learn or even out your weaknesses. In a corporate organization, this sounds doable in a team or you might hire staff to support you. As a solopreneur, this is much harder. I think managers can learn from start-up entrepreneurs in that you can do a lot more than you think if you have the right mindset, discipline and a process for encouraging your own learning.
As we climb up or sideways on the corporate hierarchy ladder (which is still referred to as a ladder) we tend to become “subject matter experts” and we “focus” on our core skills. In most organizations this meant that we neglected a lot of our non-core skills. In our ever increasing need for more productivity we are asked to assign certain tasks to others such as travel expense claims, accounting, making appointments, booking travel, changing data in a system and we tend to become dependent on our assistant or our team, because we frankly do not really know how to do these little tasks that fill job descriptions of personal assistants. One of my clients once admitted that he did not know how to use MS Word. That’s an issue when you want to create a paper-based resume. (And yes, even in our digitalized world these resumes are still needed.)
When you are moving to another country you could be in a situation where you need to be a lot more self-reliant. Maybe banks have different processes in Switzerland than in the US. You might need to read different websites in order to get the information you are looking for. Maybe you have to drive on the other side of the road. Let alone learn a completely new scripture or language.
One of the problems with large organizations is that they were often built during industrialization. Most of their role profiles and processes suggest a strict division of labor. A collaboration was not really encouraged. Performance Management Systems usually focus on the weaknesses of the managers and development plans are often paper-exercises with no clear follow-up. The term “Human Resources” even suggests that people in organizations are similar to money and machines. You “invest” in them and over the years their value decreases. Paradoxically, the more time, energy and money you invest in your people, the more market value they gain.
From an individual perspective, we tend to stop investing in ourselves after graduation. Often, we feel it’s our employer’s obligation to take care of our education and our career. We get annoyed when training budgets are cut, but hardly anyone considers to take initiative and seek education outside. You can blame stress and performance pressure, but I think it is not the only reason. I think, we hinder ourselves from learning partially due to being complacent and lazy. It is so comfy in our comfort zone. Why should we leave it when we get a monthly salary and have all our needs fulfilled instantly?
If you move abroad with work your spouse might be unemployed for the first time in his or her professional life. This could trigger identity questions. For my clients, the hardest part about moving to another culture without a job is to reclaim their professional identity. Another hard part is that they face competition from professionals who are already in the job market, know the host country language and have a functioning professional network. This is not developed in a short time frame.
I encourage you to look at yourself, your strengths and your learning potential and start to work on whatever it is you need to learn in small steps. Then if you ever need to be self-reliant you have already started to build a system how to work through new challenges. Going abroad could be a good step but you can also volunteer for a social project. That would help as well.
Here is the podcast: