{"id":34373,"date":"2018-09-26T15:17:24","date_gmt":"2018-09-26T19:17:24","guid":{"rendered":"http:\/\/strategymanage.com.tempdomain.com\/?p=34373"},"modified":"2022-10-03T11:17:36","modified_gmt":"2022-10-03T15:17:36","slug":"the-four-things-i-wish-id-known-part-1","status":"publish","type":"post","link":"https:\/\/balancedscorecard.org\/staging\/blog\/the-four-things-i-wish-id-known-part-1\/","title":{"rendered":"The Four Things I Wish I\u2019d Known &#8211; Part 1"},"content":{"rendered":"\n\n\t\t\t\t\n\n\n[et_pb_section fb_built=&#8221;1&#8243; _builder_version=&#8221;3.0.47&#8243; custom_padding=&#8221;0px|0px|0|0px|false|false&#8221;][et_pb_row _builder_version=&#8221;3.0.48&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;3.0.47&#8243; parallax=&#8221;off&#8221; parallax_method=&#8221;on&#8221;][et_pb_text _builder_version=&#8221;3.19.9&#8243;]<p><span>I was asked to speak to a group of new college graduates and to share a few things that I wish I\u2019d known earlier in my business career.\u00a0 What would have helped me to avoid major mistakes or to do a better job earlier on?\u00a0 This is part of a series of 4 blogs in which I share the four things I wish I\u2019d known.<br \/> <\/span><span><\/span><\/p>\n<h3><span style=\"color: #1d5878;\">Strategic Knowledge is a Must Have<\/span><\/h3>\n<p><img decoding=\"async\" alt=\"\" src=\"https:\/\/balancedscorecard.org\/staging\/Portals\/0\/images\/GP%20blog_strategic_Knowledge_thumbnail.jpg\" style=\"float: right; padding: 15px;\" \/><span>Paul Porter was his name. He was my first manager and was conducting the first performance review of my career. I was less than six months out of college and working for the company that is now Accenture. I\u2019d been working insane hours, using a software that no one else in the entire company knew how to use yet, and delivering on an innovative solution to a transportation company \u2013 a very early use of mobile technology and portable laptops when the only connectivity for the user was a landline in a rural motel room and the \u201claptop\u201d was almost too big to fit in the overhead bin of a plane. I was the envy of my peer group due to the innovative nature of the engagement.\u00a0\u00a0<\/span><\/p>\n<p><span>I fully expected a glowing review. My heart sank when Paul turned the page to the \u201cneeds improvement\u201d section of the evaluation and I saw he had written a full paragraph.\u00a0 He advised that I needed to look up and see the big picture instead of focusing on the tasks at hand.\u00a0 It had never occurred to me that it is not only ok, but encouraged, that a worker look up and understand the big picture. Isn\u2019t that what the higher-ups are supposed to do? Wouldn\u2019t I be overstepping my bounds? Besides, I was mystified as to how to even begin to do this.\u00a0\u00a0<\/span><\/p>\n<p><span>I wish I had known the principles of strategic planning and management and had the sense to ask to see the company\u2019s strategy. I wish I had asked to see the overall project charter and to understand the business case, as well as the stakeholders, of the engagement. But I didn\u2019t even have the basic knowledge (or vocabulary) to ask these questions at the time.\u00a0\u00a0<\/span><\/p>\n<p><span>Now, I give similar advice to anyone who asks how to improve their employees\u2019 contributions. Ask them to consider the big picture. But you must also take the time to explain strategic principles while showing someone the big picture &#8211; whether it is how the company works, the key processes, the value drivers, the overall strategy, or a project charter. For many, this may be their first exposure to these fundamental business concepts. Help them to understand how they fit in and how they can contribute. And solicit their ideas for how to improve things.\u00a0\u00a0<\/span><\/p>\n<p><span>Some people thrive at the operations level.\u00a0 But to Paul Porter\u2019s point, you aren\u2019t maximizing your contributions if you only focus on the assigned tasks at hand. We have an employee who has what, to me, would be the most mundane task-oriented job in the world.\u00a0 But he loves his work and he is brilliant at it. When I showed him our strategy, I was delighted to see he was the first to volunteer some insightful feedback and ideas. He continues to contribute to the big picture in a meaningful way due to his tremendous depth of knowledge in his specific operational function.<\/span><\/p>\n<p><span>The irony of that first review is that I\u2019ve spent the better part of the past two decades doing nothing but strategic management. Once I started noticing the big picture, I was insatiable. For me personally, strategy and overall operational design is incredibly interesting and rewarding. I wonder where Paul Porter is today? I\u2019d like to thank him.\u00a0\u00a0<\/span><\/p>\n<p><span>Read Part 2\u00a0<\/span><a href=\"http:\/\/strategymanage.com\/the-four-things-i-wish-id-known-part-2\/\">here<\/a><span>.<\/span><\/p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]\n\n\n\t\t\n","protected":false},"excerpt":{"rendered":"<p>\t\t\t\tI was asked to speak to a group of new college graduates and to share a few things that I wish I\u2019d known earlier in my business career. What would have helped me to avoid major mistakes or to do a better job earlier on?  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What would have helped me to avoid major mistakes or to do a better job earlier on? 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