Training? Not really
A controversial conversation on taking on new projects
Hey, fellow Leader 🚀,
I am Artur and welcome to my weekly newsletter. I am focusing on topics like Project Management, Innovation, Leadership, and a bit of Entrepreneurship. I am always open to suggestions for new topics. Feel free to reach me on Substack and share my newsletter if it helps you in any way.
During a conversation with a co-worker about next steps in the career, he asked if I would receive training for my next project. My reply was, “Of course not. I am not expecting it.” This was received with surprise and shock. Why is someone not expecting to receive training when onboarded on a new team? The answer my dear Watson, is when a Leader or Manager gets to a level of expertise, they are hired to upskill the organization. It is not expected for the organization to upskill the expert.
Becoming a Product Manager, Project Manager, or any variation of Manager and Leader, requires years of formal training as well as years of on-the-job upskilling. Is highly rare for an organization to promote an IT Developer or someone from operational work straight to a Leadership position, without a clear indication the person will fulfill the objectives. For example, is highly unlikely a skilled Lead Developer from team A will become a Project Manager for team B. Firstly, the Lead Developer needs to show skills that he or she can become a Project Manager for team A. When the position is secured and the organization praises the work done, he or she will have better chances to move out and manage other projects.
The reason behind this thought is that Managing is a skill on its own. Is the result of years of specialized study, certifications, and real-world experiences. When a Manager gets several projects delivered and years of practice, he or she starts to develop a personal brand. In my case, I am onboarded on projects that require deep and fundamental changes, from a methodological and results point of view. So when someone (typically a sponsor) throws my name to the table, is typically to radically change something. It’s both my blessing and curse. I am expected to deliver a plan and results upon arrival. My hiring manager is not thinking about the training I need to receive. I am expected to identify my knowledge gaps and address them rapidly because the focus of my hire was to fulfill a deep transformational project.
For this reason is important for anyone with a Senior position to be the active player and owner of his or her training. Identify the knowledge gaps with the trending technologies and tools, and develop those skills beforehand.
That’s why is important to have a taps on the world to get ready when the AI takeover will happen. For sure machines will need a trained Manager.
That’s it. If you find this post useful please share it with your friends or colleagues who might be interested in this topic. If you would like to see a different angle, suggest in the comments or send me a message on Substack.
Cheers,
Artur