Upskilling in Downtimes: Growing When There's Nowhere to Go
TLDR: Growth within role through mechanisms such as job swaps, reverse mentoring, skill-building challenges, shared learning of failures and self-propelled development through behavioural competency development create a continuous learning opportunity. Growth isn't just about promotions, but becoming a more skilled professional.
4 min read
As I write, the workplace is under more pressure than most have known in quite some time. Performance has stagnated, budgets are tight and many organisations are simply in a holding pattern. While the desire for career progression and personal development remains strong (arguably higher then ever when we consider the professed needs of many Millenial and Gen Z employees), many organisations find themselves in a position where traditional advancement opportunities are scarce. This situation creates a conundrum for both employers and employees. How can companies maintain engagement and motivation among their talent when there's no clear path up the corporate ladder? How can ambitious individuals continue to grow and develop their skills in such an environment?
It's important to remember that growth doesn't always mean moving up. Sometimes, it's about moving sideways, expanding your skill set, or finding new ways to challenge yourself. Even in the most seemingly stagnant work environments, there are opportunities for personal and professional development.
Let's explore five somewhat unconventional initiatives that can help drive personal growth in organisations where traditional advancement opportunities are limited.
1. The Job Swap
This initiative encourages employees to temporarily trade places with colleagues from different departments. For instance, a marketing professional might swap roles with someone from the sales team for a week and vice versa.
The benefits are twofold: employees gain new skills and perspectives by experiencing different aspects of the business, and it promotes better understanding and empathy across departments. Such cross-pollination of skills and knowledge can lead to improved collaboration and greater creativity as appreciation of challenges faced is elevated.
2. A Reverse Mentoring Programme
Not necessarily a new idea, but arguably seldom actually seen in practise. This initiative turns the traditional mentoring model on its head. Junior staff are paired with senior employees to share their knowledge, particularly in areas like new technologies, social media trends, or emerging market insights.
This approach not only helps more experienced staff stay current with the latest developments but also gives younger employees a chance to showcase their skills and build confidence. It creates a two-way street of learning that benefits the entire organisation.
3. The ‘Lessons Learned’ Forum
In many organisations, failures are swept under the carpet. This initiative aims to change that by introducing regular sessions where employees share their missteps and the valuable lessons they've learned as a result, reframing failure as an imperative part of the road to success.
By openly discussing failures, you create a culture where risk-taking and innovation are encouraged (because it dissipates fear which holds us back from trying). It also helps to build resilience and problem-solving skills across the organisation. These forums can be powerful tools for collective learning and growth. Key is that those involved are seen as demonstrating courage in trying rather than pilloried for failure.
4. The Skill-Building Challenge
Transform your workplace into a learning environment with this initiative. Create a list of skills or experiences for employees to acquire over the course of a year. These could range from "lead a project team" to "learn basic coding" or "improve presentation skills".
Employees work through the list at their own pace, with recognition given for each achievement. This approach gamifies the learning process, making it more engaging and fun while still delivering tangible skills development.
5. Using Behavioural Competencies to Self-Improve
This initiative puts the power of personal growth directly in the hands of employees. Individuals are encouraged to create their own development plan focused on improving their soft skills or ‘behavioural competencies’.
Employees, in conjunction with their manager, set specific goals, such as "enhance active listening skills" or "develop better time management habits". Key is to involve not just line managers but also colleagues/peers in the process. They provide regular feedback and support, creating a collaborative approach to personal growth.
For example, an employee working on their presentation skills might seek opportunities to present at team meetings, request constructive criticism from colleagues, and analyse recordings of their performances. Their line manager could provide resources or training opportunities, while colleagues offer encouragement and honest feedback.
This initiative not only allows employees to take control of their own development but also creates a supportive environment where everyone is invested in each other's growth. It creates a culture of continuous improvement and mutual support where individuals also learn how to give meaningful, valuable feedback to one another.
Implementing these initiatives requires commitment and effort, but the potential benefits are significant. By creating a culture of continuous learning and development, organisations can keep their employees engaged, motivated, and growing, even when traditional career paths are limited.
Remember, personal growth isn't just about climbing the corporate ladder. It's about becoming a more skilled, versatile, and fulfilled professional. That's an objective worth pursuing, regardless of your position on the organisational chart.
When faced with limited advancement opportunities, don't become disheartened. Instead, take charge of your own development, embrace unconventional growth strategies, and remember that every experience is an opportunity to learn and improve. In the end, it's not just about where you go in your career, but how much you grow along the way.
As one senior leader said to me early in my career, “Don’t think about what your next role will be when thinking about career progression, think about where you want to be in 10, 20 years’ time and take roles now that give you the required skillset to be ready to take on that ultimate challenge”. This, more strategic approach to career progression, is therefore less reliant on constant, quick moves up the organisational ladder, but more about skills acquisition and occasional sideways moves in order that you achieve your long-term career ambitions.
If you’d like a more tailored discussion as to how I might help you with your career planning and self-development roadmap, please contact me here.
