…it would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present. And you cannot go on indefinitely being just an ordinary, decent egg. We must be hatched or go bad. – C. S. Lewis
For this week’s quote we can thank novelist, poet, academic, and literary critic C. S. Lewis. It’s timely for me because I’ve been making some pretty dramatic life changes… some of which arguably have as many deltas as they do pros.
…Once such change is to a morning ritual I’ve had for over 600+ days now; every morning, I start every day learning something new about HR and people management. This has been a transformative experience for me, ingraining what I hope will be lifelong good habits around execution and process management.
But as often happens in life, I need a change. Right now this is because I’m entering into a space where the time I require to further my development in certain areas – statistics and financial accounting – necessitates that I pull back on the time I’m spending developing within HR in order to learn more deeply. And while that doesn’t mean I’m not still going to write and learn about HR, people management, and learning/development, it does mean that I’m going to be allocating fewer resources towards developing competencies in these areas for the foreseeable future.
With that said, when I do share something on this channel I want to be more deliberate in what I’m writing and that I have something significant to say on a going forward basis. And so while the quantity of the content going up will go down, I would like to think that the quality and substance will improve.
…So why am I making a derivation from developing HR competencies and placing a greater focus on statistics, analytics, and accounting? I could (and maybe will) write at length about this later, but in summary I would say that the arenas of talent management, total rewards, and HR strategy are becoming increasingly data-driven – and I think that staying out in front of where we’re going with these spaces and being a strategic business partner requires me to develop real competencies as an analyst (and a greater comfort with statistical methods). Furthermore, I’m also finding that as my roles become less bogged down in transactions and processes that to add value I really need to have a stronger foundation in the day-to-day of how my company’s business (and its competitors) generate revenue. These shifts require me to transition from being a Generalist and Project Manager to a Business and People Analyst with strong competencies in HR. This process will require the same sort of dedicated focus I’ve had towards being the best HR person I can be over the past two years… with a continued emphasis on process instead (as opposed to destination) throughout.
With that said, as we get started this week I would encourage you to look at what you need to do next to get to where you want/need to be. Because regardless of how difficult it might seem to accomplish your goals right now, it is only that much harder before you take your first step(s).