There are so many trends impacting the working world as we know it. Hala Beisha, principal and founder of Resilience Factor and certified Leadership and Executive Coach accredited by the International Coach Federation, reveals findings from her study that can help prepare you and your team to become more agile in the workplace and to grow and adapt to the changing work environment.
The “certainty of uncertainty”
The one thing that is certain in today’s world is that everything changes. There is a constant promise of uncertainty. This requires us and our teams to be agile and flexible to meet those changes. The skill set of the future (well, of today) is not technical knowledge, is adaptability.
When we are in a particular job, we learn skills and knowledge specific to that job until we switch jobs and add new skills and knowledge. This cycle of learning becomes more than just work experience, it becomes part of our identity and helps us bring value and purpose to an organization.
Hala introduces the “certainty of uncertainty” which is your ability to find ways to continue to learn. This is what sets people up for long-term success and resiliency. If you want to remain relevant, or you want your staff to remain engaged, finding opportunities to grow and develop is essential.
Where do I start?
You don’t need to necessarily start with a plan, but instead, start with a thought: what are you curious about? That way you’re putting what interests you before what you feel you should or are required to learn. Of course, if there is something specific you need to improve on, that’s a great starting point, but this is as much about learning new things as it is a commitment to ongoing learning or evolution.
Once you’ve built a bit of a foundation, now you can add on more layers of knowledge and can start developing your resiliency by seeking additional resources or opportunities.
Learn and unlearn
Learning isn’t just for your staff members, it’s for the organization as a whole through its structures and processes. Asking for feedback and consultation from staff members is crucial to both learning and unlearning to improve your organization. Only then can you present them with resources and opportunities to grow in both a professional and personal way. A mentorship is a great option for your organization to access knowledge about things they are curious about in a guided and specific way.
Another great way is to work with a professional coach. You may think that professional coaching is a form of consulting or mentorship but it’s not! It’s a relationship co-created between someone certified by the International Coach Federation (ICF) and your organization. A coach can offer services to help you discover where you are, what you’re good at, what are your blind spots and how to acknowledge and address them. Once you have good structures and processes in place, you free yourself up to become more agile, nimble and adaptable.
If you’re in the nonprofit sector, coaching can be a barrier. The ICF Toronto chapter runs a program called Coach Connect and another program called Ignite where pro-bono is offered for a period of time for those working in this sector.
When people are able to have space where people can unpack issues, better understand them, figure out where they stand and where they want to go, they are much better able to see the bigger picture and tap into different kinds of solutions.
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Resources from this Episode
The Good Partnership Guide
CharityVillage Career Management Articles
International Coach Federation - Coach Connect and Ignite
Barb Rosen Schreiber's LinkedIn
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Cindy Wagman spent 15 years as an in-house fundraiser at organizations large and small before founding The Good Partnership – a boutique fundraising firm focused on small nonprofits. She has worked in social justice, health, arts, and education organizations. She has overseen and executed everything from annual campaigns to multi-million dollar gifts. She became a Certified Fundraising Executive in 2009 and received her MBA from Rotman at the University of Toronto in 2013.
With more than ten years of experience in development, staff and stakeholder management, strategic thinking, partnerships, board governance, and program development, Aine McGlynn is a diversely talented, self-starter committed to finding creative solutions in unexpected places. Aine holds a PhD from U of T and has a history of academic publishing, along with her decade of nonprofit sector experience. She is a practitioner-scholar focused on how to help nonprofits build their capacity to be successful at fundraising.