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#92 Types of learning

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A co-worker and I got into a discussion about education, and the book “Hacking Your Education.” Talking about education leads to a robust exchange of ideas, and is a great way to waste time that is well spent elsewhere. It is an important topic, but nothing definitive or prescriptive seems forthcoming from debates and discussions. Meanwhile, we need to continue educating ourselves the best we can. A.k.a. “learning.”

During our discussion, the co-worker made a very profound observation: there is a difference between preparing for a vocation and developing the ability to think, and learn new ideas and concepts. Leaning one way or the other, without being aware of it, can lead to unproductive results. You could end up with a degree, but are not employable. Or you get a vocational certificate or diploma, are employable, but will not grow or realize your potential.

In my mind, if a person can develop several types of thinking: systems thinkingcritical thinking, lateral thinking, visual thinking, and, develop the “six thinking hats,” they will have more versatility than an expert with a deep and narrow expertise with facts. We need the latter as well, but the former will be more useful in fast moving work environments.

In the early stages of your career, you will probably do 80% training relating to hard/tangible skills, and 20% training related to “thinking,” concepts and ideas. That split has to reverse as you grow in your capabilities. A great thinker is useless if he or she cannot solve specific and urgent problems in the “real world.” A great problem solver will quickly become obsolete and end up taking less than optimal decisions if he or she does not develop the ability to think.

If your employer won’t sponsor you or pay for your learning, do it on your own time and money. It is an investment in yourself.  You’ll be worth more. Then find an employer who will pay you what you are worth and understands the value of both types of learning.

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#90 Keep looking (or not?)

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You look far and wide for the right person to fill a role. Then you find the person! He or she turns out to be perfect. He or she has the skills to do the job, and a huge vacuum created by a skill gap has been filled.

Then reality sets in. You discover flaws and weaknesses. Glaring ones. You realize the reason you found this “perfect” person is because the previous employer could not stand their weaknesses and shortcomings. And you realize your nerves can’t take it any more.

Do you have the Hobson’s choice of keeping the person or replacing the person? Before you trap yourself in that line of thinking, ask some other questions:

  • What exactly is the problem? Is it a performance problem? Is it a behavior problem?
  • Is the person not measuring up to the job requirements? Are these your standards or an unbiased, rational set of job requirements?
  • Does the person have the drive and motive to improve?
  • Do they embrace feedback and make the effort to change? Then do they actually change? (Making the effort and not changing gets pretty old, pretty fast).
  • Is the skill that you need to meet business goals hard to find? Is it too much to ask for you to adapt to this person’s style and personality?
  • Does the person have long term potential? This is subjective, but you’ll have to make the call anyway.

Let the answers guide your choice. Please let us know the questions that have worked for you in the comments section of this blog.

Here is a horrifying thought for you. What if you are the person your boss can’t stand, but you don’t get the feedback? What if you are being merely tolerated by your boss, and the answers to the above question did not justify any investment in your career?

What you do will vary for each of you. The most important guidance is: don’t get paranoid, try to get the facts and perceptions before you take any action.

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