Action-and-Learning Blog

 

The Institute for Professional Development (IPD) mourns the tragic death of Daunte Wright.  We mourn his loss with his family, his community, our state, and all who work to address the systems that oppress and diminish life.

Many of the organizations that use training from IPD are Minnesota cities and counties.   When tragedies like this occur, I think about those in public service and the difficulties and challenges they face as they dedicate themselves to the betterment of the communities in which they live and work.   I think about how they are processing this on a personal level, but are also working to do what is best to help their communities.  My heart goes out to all who are seeking the paths forward, especially when those paths seem to be eroding.

Dr. Virginia Arthur, Metropolitan State University President, shared these words with the university community, “… we must continue our efforts to understand the way racism is embedded in our social and university systems and the impact it has on our students, colleagues, and the wider community. This is our work, and we owe it to our colleagues and students to learn more and commit to action. Let’s not make this the work of people who are harmed by those systems.”

Dr. Arthur also stated that “One of our enduring values as a public university is to promote civic and community engagement. We must continue to empower our students, through their Metro education, to be involved in the public debate and to engage with our community in ways that will heal and strengthen it.”

I know the “students” who have received training through IPD are working hard to understand how racism is embedded in their workplace systems and its impact on society.   I know that my IPD staff seeks to understand what it means to be anti-racist, both as individuals and as a team in our workplace.  I know that our IPD team and instructors will continue to seek ways to support those organizations that are also seeking to approach their work every day with a commitment to equity, inclusion, and anti-racism.

Beth Schaefer

Director, Institute for Professional Development

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Pandemic Changes That Will Stick

“The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic.”
John Drucker

For this article, I am taking a quick glance at how our workplace environments are likely to change in the long-term as a result of the pandemic.  It is a non-scientific shallow dive that will most likely align with what many of you have already deciphered through your own observations. For me, I find this topic intriguing because:

  1. My own personal work space will be quite different (see article on IPD move)
  2. The modes of delivering IPD instruction will continue to flex
  3. The way I interact with clients and coworkers will be quite different
  4. And (most importantly) IPD needs to prepare people for their future roles so they flex and adapt with post-pandemic work situations.

I am interested in knowing what training you and your team will need from IPD to be productive in the post-pandemic world. As we move through this transformational journey, let me know what you need.   Email me (beth.schaefer@metrostate.edu) with your thoughts, and IPD will use those as a starting point for a survey to direct the development of new training courses – whether for you as a leader or the people you lead.

You can slice and dice the effects of the pandemic on business in many different ways:

  1. Industries that will flourish or perish
  2. Products that will remain in high-demand while others drop down
  3. Habits of consumers driving new services while discarding others
  4. Gender workload differences and pay
  5. Awareness of systemic inequalities in workplace opportunities
  6. Urban real estate declining and small town living increasing in demand

For the purposes of serving you better, I am looking at the main business change in your work environment- The Remote Office along with the strategies to ensure we are at least as productive as we were pre-pandemic.

For me, the biggest jolt has been the shift from working in the communal office setting to working solo and remotely.  Almost every other change (such as increased automation, a new focus on AI, moving out of the urban setting, and the uptick with DIY and crafting) can be connected to this one change.  And, it generates a long list of new skills you may need or are still figuring out how to do better:

  • How to avoid “Zoom fatigue”

  • How to function in “hoteling space”

  • How to best communicate – especially the smaller pieces you use to say over the cubical wall or by popping your head into an office

  • How to call upon others to help you quick problem-solve or brainstorm without making it a formal virtual meeting

  • How to communicate project progress

  • How to redo all processes to fit a virtual world

  • How to structure your day

  • How to draw lines between work and home or blur the lines between work and home

  • How to prioritize your work

  • How to find, read, and draw your own insights on data

The good news is that you are getting some help from your organizations.   According to my sources, most of you are seeing that:

  1. Your company is losing its fear of being an early-adapter of technology
  2. Your work processes are becoming more automated
  3. Your options for hybrid (some remote, some in office) work are opening up

However, some changes are bit more challenging.  The same sources said that your managers still struggle with:

  1. How to rate and monitor your production instead of your time
  2. How to support your mental health
  3. How to manage teams with the lack of workplace structure
  4. How to make adjustments now that the systemic inequalities are coming to light

While public and private roles share many commonalities in the post-Covid workplace, public sector managers will have additional challenges when marrying disruption with a system based on stability.  In particular, they will face unsustainable labor agreements with a shrinking tax base and less aid.  When they can hire again, their system touts longevity as a hiring benefit to younger generations who do not care about working for the same organization for 20 years but prefer flexible employment options.   To get the change they need, professional public sector leaders will need to get their councils, boards, and legislators to vote in drastic and dramatic changes.

Again, please take a minute and let me know areas or topics where you need some support or more information.   Email me with your thoughts, and IPD will use those as a starting point for a survey to direct the development of new training courses – whether for you as a leader or the people you lead.

I will let you know how I do on my own transition from private office at work to my den at home, and back to my new shared collaborative work space once it is built.

Beth Schaefer

IPD Director

Sources

ABC News

BizJournal

Careers in Government

Forbes

Government Executives

Harvard Business Week

McKinsey & Company

Vault

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Beth SchaeferProfessional Development and Career Advancement Blog

Build Bridges Within Your Village

By: Beth Schaefer    Director, Institute for Professional Development

I believe mentoring can help Minnesota build a competent workforce for all generations of workers by satisfying the workplace needs and personality traits that every generation has.

As an example, I am a Gen Xer.  According to experts, that makes me independent, innovative, and a strong communicator.   While at work, I am likely to seek problem-solving opportunities and enjoy working with competent colleagues; because of this, mentoring provides a clear outlet for me to meet my Gen Xer needs.

The Y’s (aka Millennials) are tech-savvy, collaborative, and focused on the greater good; they want meaningful work.  Mentoring fits their traits and provides the meaningful work they seek.

Baby Boomers, along with being optimistic and hard-working, enjoy mentoring. The opportunity to mentor others is often listed in their workplace needs, so a connection to mentoring is obvious for them.

So, all the generations agree (on this one thing, anyway), that we should find more ways to mentor in the workplace.

Being a part of the Village is more than just giving, it is receiving.  A new generation of workers is entering the workplace, and as much as we can teach them – there is a lot we have to learn.

Gen-Zers have plenty of skills to contribute.  Just some of their noticeable workplace traits are:

  • digitally fluent (and who could not use that during a pandemic)
  • practical (and who could not use that during a pandemic), and
  • flourish in diverse workplace settings (and who could not use that – always).

They will be seeking culturally competent employers.  Is your workplace culturally ready to recruit and onboard this next generation of valuable workers?

Consider mentoring as a rewarding step to build the cultural competency of all the valuable generations in your workplace.

Generation traits and needs from Hobsons Associates.

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Beth SchaeferProfessional Development and Career Advancement Blog

Always Be Networking

Always Be Networking

By: Beth Schaefer    Director, Institute for Professional Development

My friend and career coach, Kathryn Johnson, once told me that you should always be networking for your next job – even if you are happy with your current one.  If you are dissatisfied with your current role, then networking is all the more important.

Broaden your idea of networking and consider using these 8 strategies suggested by Monster.com.  These same strategies work even if you wish to move within your organization.  Of course, I am partial to #6 – in addition to learning gaining new skills, it can serve as a great platform for networking – especially for those who prefer a smaller crowd and do not want to “work the room.”

  1. Use your name as your brand, especially in email
  2. Meet an employer’s need
  3. Maintain a smart online profile
  4. Ask for help
  5. Become active in a professional association
  6. Take a class or get a certificate
  7. Take on a new project at work
  8. Be flexible

Some say that standing still is the same as moving backwards.  Do not stand still in your career.  Use these strategies to be constantly cultivating your career options.

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Your current position: Pinnacle or Plateau?

By: Beth Schaefer
Director, Institute for Professional Development

You finished your degree … you have a new position … you have an enhanced paycheck … Ahhh, time to relax. Wait!

This is not the time to kick back and put up your heels.

Letting a new job or position is a step in your career, not a stopping point – which is why Stephen Covey places professional development in his time management chart. Covey defines four quadrants of time management: Quadrant II is Important, but Not Urgent. The activities in Quadrant II include:

  • Preparation
  • Planning
  • Prevention
  • Relationship Building
  • Personal Development

Although Quadrant II activities are important because they are not urgent, we tend to postpone them.  Don’t!  These are the types of activities that, in the long run, will make you more valuable to an organization than just handling crises and putting out fires.

Here are 7 actions you can take to ensure that you remain relevant and keep your career moving forward:

1. Have a vision. Where do you see yourself in five years?

2. Develop a path. What broad steps do you take to achieve your vision?

3. Make the most of opportunities. What projects in your organization are going undone for which you could volunteer?

4. Become a better communicator. Are you able to listen to others so that you not only hear their words, but understand their motivation?

5. Commit to your education. What classes or professional events and conferences should you be attending?

6. Interview Role Models. Who works in roles that you would like to have, and what can you learn from their career journeys?

7. Make professional development a priority. Where can you carve out time each week for Quadrant II activities?

Your organization is practicing continuous improvement. Are YOU? Get started, today. Schedule a time on your calendar to assess your opportunities and plan your first action.

References:
7 Habits of Highly Effective People by Stephen Covey
Professional Development tips: take control of your professional career @ www.BCJobs.ca
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