“Warriors at the Helm” is a book about the behaviors of the good, the bad, and the ugly of people in Corporate America. Specifically, it defines the traits and behaviors of the individual contributors who do the right things, the right way: “The Warriors.” The book also defines the behaviors of the people who can be lazy, duplicitous, clueless, malcontent, and blame-oriented: “The Barbarians.” Finally, the book provides perspectives on how to become a better Warrior, how to manage the Barbarians, and how to successfully navigate careers. Eighteen executives provided stories and perspectives in the book.
Whether you are just getting started or you are a 30-year veteran, nothing is as valuable to your growth and for preparing you for your success as learning through trial and error. However, modern-day corporations can be very unforgiving or impatient through your learning process. Accordingly, it is imperative that individuals have a plan to learn as quickly as possible and, more important, to successfully apply new knowledge and skills. Learning comes in many forms. Among them are formal training (e.g., school, seminars etc.), learning from others, and learning from your own experiences.
So, specific to learning, what are some of the behaviors Warriors exhibit that enhance their development? First, a key trait of the Warriors is that they love to learn. They cherish and embrace learning and new experiences as a way to become the best at what they do. The Warriors are not embarrassed or fearful about admitting they are not good at some skills or knowledgeable about certain aspects of the business that may be important to their success and their careers. Honest introspection about strengths and weaknesses is, I believe, the most fundamental aspect of successful self-development. Moreover, the Warriors also assertively seek the perspectives of bosses, mentors, and trusted peers regarding strengths and weaknesses. It is only when we have a clear picture about what we need to improve that we can prioritize and optimize the knowledge, training, and experiences we need to succeed.
An individual plan should include what the development needs are and the best method to achieve them. Formal training should be researched before the investment in time and money is made. Specifically, the individual should research the content, the reputation, and expertise of the training providers and the perspectives of past participants who have gone through the training. Leaders investing in the formal training of subordinates should be intimately involved in the process by clearly understanding the content and nature of the training and requiring the subordinate to have a plan regarding how they are going to incorporate the training into the job. Leaders also should require the subordinate to be ready to report to and/or teach other colleagues about what they’ve learned. There is no better way to truly optimize learning than when you have to apply it on the job or teach others.
Learning from others also can take many forms. Observing proven Warrior performers or leaders practicing skills you need to enhance is one form. Observing how they behave and operate is also valuable. Just as valuable, if not more so, is observing the Barbarians and learning what not to do or how not to behave. Soliciting input from mentors or experts about what and how to do certain things or how to conduct ourselves in different forums is another way we can learn from others. Regarding mentors, it is wise to have more than one. The more important the issue, the more prudent it is to solicit perspectives from multiple mentors. Mentors are human and sometimes, in their zest to please, provide bad perspectives on issues that are beyond their expertise.
Finally, and in my view, the most critical aspect of skill development and training is on-the-job. There is no substitute for experiencing things directly. As such, your development plan may include volunteering for special projects, taking on additional responsibility, or asking to be included in intra- or interdepartmental cross-functional teams. Teams can be challenging if not led, structured, funded, or chartered the right way, so before volunteering to be on one, do as much research as practical to understand what you are getting into and what you will gain from the experience. Some companies go as far as placing high-potential employees in jobs totally beyond their expertise. For example, a marketing person may move to an operations job or a finance person may take on a marketing position. If you work in a company with worldwide subsidiaries, an international assignment can be invaluable. Some companies have formal accelerated development programs that rotate individuals through several disciplines, with a goal of placing the person in a significant leadership role. If your company practices any of the above, you should research how you can benefit from these practices. If it does not, you should consider recommending them to your leadership. Warrior leaders are always looking for ways to make their team members better.
The more skillful and experienced we become and the more we learn about our business, the easier it is to navigate the corporate world and to make career-enhancing decisions. I believe most of us are capable of controlling much more about our work life, careers, and, in turn, our legacy than we think might be possible. Be a Warrior and take control of your destiny.
Excerpt from “Warriors at the Helm: A Leader’s Guide to Success in Business” by Juan Carlos Marcos (Elie Press, LLC, 2014). The book is available at Amazon, Barnes and Noble, and Eliepress.com. More excerpts from the book can be found on all three sites.
Juan Carlos Marcos spent almost four decades in leadership roles in Human Resources in the corporate world, including experience in multiple industries. The companies he worked at included Saint Mary’s Hospital Medical Center in Madison WI; Graber Industries Inc.; Boston Market; and McDonald’s Corporation. Born in Cuba, Marcos immigrated to the U.S. in 1962. He holds a Bachelor’s degree in business from Northern Illinois University and a Master’s degree in business from the University of Wisconsin.
