Experience is something you don’t get until just after you need it.
Have you experienced a moment in your working life you would like to share (either good, bad or funny)?
This is the place, by replying at this post.
I start with mine.
I was in a very well known consulting company and we were working on our internal accounting systems conversion from Italian Liras to Euro.
My former partner on the project asked me for a couple of months every day the exchange rate from lira to euro and I repeated every day: 1 euro is 1936.27 liras.
After the second month he said to me: “I’m happy because as we transitioned to euro we gained in stability: the exchange rate never changes!” 🙂
The guys at Project management knowledge underlined the importance of lessons learned in project management (full article at http://project-management-knowledge.com/lessons-learned-in-project-management).
Here are my comments:
Experience is that marvelous thing that enables you recognize a mistake when you make it again.
F. P. Jones
An anonymous Mark ( 🙂 ) at Productivity501.com writes an article explaining why you should not hire a person with a Master in Business Administration (full article at http://www.productivity501.com/never-hire-an-mba/7918/).
I don’t really agree on most of the things said, not because of concepts explained but more for the motivations supporting them.
As many time times you cannot generalize, but some of the points are worth some thinking, because there’s a lot of myth and “overselling” on MBAs.
I agree on the fact that most of the people seem to over estimate MBA skills, but I also think that as, all education matters, is not a differentiator. MBA becomes a differentiator only if supported by a solid working experience.
Having a Master degree helps in not being too much generalistic and can complete, again, education and working experience.
Being a MBA graduate at 23 is not a differentiator at an absolute level: is a good starting point but definitely a starting point.
It requires to be valued but also needs the applicant to be humble and available for learning just like all the others.
Too often I see companies asking people to be at most 22 years old, with a degree and a master speaking fluently 3 languages. This creates a not so applicable barrier at the entrance, because there will obviously be an excess of requisitions and so a compromise will be needed. But of course being so often required a MBA forces people to take the challenge thinking that this will make them compete for more, while they’re alligning to the rest of the offering.
Is everything in an MBA exchangeable with experience? No. There’s always the right time to make things and I put the timeline for a MBA between 3 to 5 years after starting your work. taken Before is not usefull (is a sort of specializing, but without the critical approach coming from experience), taken after is overcome by experience.
Making an MBA should be an investment to upgrade current position or give you a competitive advantage? Overall I think that the answer is yes, but cannot be a general rule, since, many factors influence this.
This post as a comment also at http://www.productivity501.com/never-hire-an-mba/7918/
Experience enables you to recognize a mistake when you make it again.
An anonymous, reported by Ilead365 (http://www.ilead365.com/) spends some words on difficulties of change management, saying that “[…] changing an organisation is more like navigating an oil tanker than sailing a yacht”.
Of course is another case where dimensions count ( 😀 lol!): is a different effort and challenge if you deal with a big organization or a small one.
In both cases, you need to handle change with all kind precautions you can, but strategies may be different and, in my experience, there’s no rule of thumb or “one size fits all” approach.
Change is more like handcrafting than mass production.
Changing a big organisation can be compared to turning a big ship or truck in small space. It takes some factors that cannot be ignored: view and experience, target, patience, time.
View and experience: you cannot go though a change without knowing which are the dimensions of the road you’re taking. This goes through a deep analysis of working impacts for each involved target (that should be identified in advance of starting the analysis. You should ask: “how this change affects the target group? how can I make this transition easier? When does the change starts and ends?”
Target: always set where you want to go, with intermediate and measurable goals. A clear guidance is one of the success keys. If you change idea and direction reacting, the risk is that too much road is traveled for little change of position.
Patience: Everybody in a change is in a hurry, and those who lead (managers or not) have goals and tasks to accomplish, and sometimes lack the necessary patience. When patience lacks, managers tend to tend to take care of problems in first person with the results of diminishing the reliability of people involved and, as a consequence, of reducing the size of the “leading group”. This brings extra effort to solve the situation and get them onboard again.
Time: is a directly linked with patience, because time is the key to success. Changing an organization is like making a good wine. Is not enough to have grapes: you need time, patience and method to have something more than grape juice.
Experience: Something you don’t get until just after you need it.