Focuses on the training and development needs of admin professionals and features topics such as hard skills (software competencies, writing, communication, filing) and soft skills (teamwork, time management, leadership).
Issue link: https://digital.hrreporter.com/i/900646
DECEMBER 2017 4 If we underestimate our perfor- mance or downplay our expertise then we risk missing opportunities to grow and contribute to our organiza- tions and communities in meaningful ways. When we're good at something, it often means it comes easily to us. That ease can mean we undervalue our skill, assuming that if we find it easy to do something, everyone does. So not true. Or because we enjoy or have fun while using a particular skill, that lessens its value. How crazy is it that idea? If you find polishing up a badly organized PowerPoint presentation a snap, it means you've got expertise in PowerPoint because, believe me, not everyone finds that task a snap. You enjoy the process of reconciling the petty cash with the receipts; it seems to take no time at all so no big deal. Wrong, it is a big deal that the petty cash balances and all the receipts are in order. Tasks you really enjoy, things that come easily to you, work that absorbs you so you don't notice the passing of time are clues that these are things you are good at and can help you contribute value to your organization. I believe many organizations put too much emphasis on having us identify and then try to improve our weaknesses. I think our time is much better focused on building our strengths – which is not a free pass to not doing our best at all aspects of our jobs. When most of our work uses our strengths, our productivity and satisfaction increases. So, how do we build our confi - dence, embrace our areas of expertise? Here are some steps you can take: Step one: Don't wait for your boss to notice. Our bosses may only have a general idea of what we do all day. They might know some of the things we're good at but not everything. Step two: Create a list of all the tasks/assignments that come easily to you or that you really enjoy doing. Step three: Find a friend/col- league/mentor/coach who can review your list to see if anything can be added to your list. Like the par- ticipants in the workshop, we don't always see ourselves the way others see us. Step four: With your list in hand, consider if there are any skills you can apply to new areas within your department or organization. Any you can share with colleagues? Step five: Bring your ideas from step four to your boss. Get their sup- port to help you find new ways to use your expertise to contribute to the organization. Applying our knowledge and skills to new areas is a great way to begin to claim our title as "expert." Helen Latimer is a dynamic keynote speaker, coach and facilitator/workshop leader. She loves to share her expertise on mentoring, networking, personal branding and career development in pursuit of her goal of having everyone love their work. Principal of 925 Resources, www.925resources.com, helen@925resources.com See the expert in you Continued from page 1 How I learned to love a MOOC Volunteering: A great way to develop skills or learn new ones We can't always find opportunities to learn new skills, especially those outside our core responsibilities, at work. Volunteering can be a low-risk way to try something new while doing good in our com- munities. I'm a long-time community volunteer and two years ago I was asked to be part of a MOOC, Massive Open Online Course, a form of e-learning. It was a terrific, if terrifying, experience because everything was videotaped. Did I mention I'm camera shy? The wonderful director was so patient and somehow we got all the film - ing done with no major mishaps. Did I learn a lot? Yes. Would I have had this opportunity through my regular work? Not a chance. Best of all, because I said yes to the first opportunity, I've now worked on two more MOOCs and am starting to become a bit of an expert! -- Helen Latimer Helen Latimer