The years after my undergraduate and graduate education were spent working in managerial roles for organizations in the U.S. I recall the four years post-undergrad to be especially difficult and challenging. Whether conjured by me and fashioned by industry- expectations, idealism, youth, adulthood, independence, interdependence, responsibilities, and so on battled within me vehemently. The synthesis of such things produced missteps, successes, failures, and insights that inform me today. I hope to impart to others information and advice that can help them in their journeys.
Fast forward to the present, my current peer group in many ways is undertaking that same synthesis now, and I'm uniquely positioned to observe and assist. Honestly, there were pieces of advice I wish I had heard or chosen to listen to upon entering young professionalism. Among the most important is the wisdom to entirely and thoroughly read and reference in speech and action your organization's policy and procedure handbook and to understand its mission and core expectations. Neglecting such things sabotages talent and sets people up for failures. Conversely, due diligence with regard to this activity secures and stabilizes the work of individuals and teams. Understanding the genesis of workplace policies helps everyone avoid webs of problems and conflicts. Understanding missions and core expectations helps put things in perspective when work becomes ambiguous or complex. I've sought roles within my current setting, as well as opportunities corporately to promote policy and procedure and to model more effective behaviors. Often times that has meant discomfort or self-segregation from the larger group. It's forced me to exercise discretion and judgement. It's also forced me to acknowledge the delicate and sometimes stressful (perhaps positive stress) relationship between job scope and corrective action. In most cases, I think proactive efforts to promote compliance need to be built into the recruitment and the training of people. There also needs to be mechanisms in place by which same level decision makers or policy influencers can hold each other accountable. I've learned that sometimes members of a team can for example co-present on key policy issues; be on the same page corporately; yet undermine such efforts with doublespeak in casual conversation. For those seeking longevity and promotion - knowing, understanding, abiding, and acting within your organization's policies and procedures is an excellent first step. So simple that most overlook its huge value. I've experienced people who over promise or misrepresent deliverables in order to appease peers or to win business. Sometimes it's done flippantly and other times it's done strategically. I've also seen this practice layout an unnecessary field of testing for one's character, integrity, skill, and acumen. I've seen this practice cause undue negative stress, as well as waste valuable amounts of time. It rarely produces favorable impressions. It's really best to understand your business and your capabilities within a range of circumstances. Be clear about expectations. Even if it means a client takes their business to another service provider or you have to invest additional, prolonged effort in relationship building and calibrating expectations. You can be positive, forward thinking, and see possibilities all while being practical and willing to negotiate output within realistic parameters. I think clients appreciate that. It wins business. It's better business. .
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AuthorWelcome. After years as a manager in the education field, I accepted an invitation in 2014 to serve with the U.S. Peace Corps in Africa in the Youth Development sector. There have been no regrets. Disclaimer: The contents of this site and opinions expressed therein are mine personally and do not reflect any position of the Peace Corps, the US Government, or the Kingdom of Morocco.
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