I was giving a speech recently about organizational culture, and the focus of the talk was the approach to culture by best-in-class organizations.
One organization I highlighted bases employee raises – in part – on how much staff have improved their own skills and capabilities. In one sense, that’s an odd thing to consider. Isn’t it the organization’s responsibility to develop staff? Shouldn’t staff just do their job? Isn’t performance more important than skills and capabilities?
Those are all logical questions, but let’s instead focus on the following questions. What if your organization rewarded you for developing your skills and capabilities? What if your organization realized that the way to improve organizational performance is to improve individual and team performance? What if the organization believed employee development to be a shared responsibility between the company and the individual?
If that was the case, it leads to questions you can ask yourself. How are you improving skills and capabilities?
What are you reading? Who are you asking for feedback about your own skills, capabilities, and performance?
What are you doing to learn more about technology? About communications? About engaging your customers?
And about what are you being inquisitive that could improve your skills?
Ask and answer these questions for yourself.
Tomorrow, your customers will be different, your technology will be different, your leadership will be different. Maybe even your company will be different. Find ways to get better today to prepare for your tomorrow.
Make your own case for getting a raise. Build your skills and capabilities.