The Desk

August 25, 2009

ROI

It was 40 years ago this morning that I began investing and the significance of making good choices became acutely underscored in regard to education, training, good listening skills, and communication. The awareness of where to network, as well as how, became another important factor at that time.

Being a member of a minority group meant, as my Second Grade teacher advised her students, being twice as good as our white counterparts so that we could be considered half as good. That meant being prepared for the rejections that would occur throughout our lives that were based on the mere color of our skin and texture of our hair no matter what the venue. But that lesson had to be taught in an indirect manner so that it felt as though it was intuited knowledge. Thus, acceptance and the true meaning of diversity, recognizing all of the races and cultures and ethnicities and blendings that caused our existence could be embraced and celebrated. That also spelled understanding discrimination without needing to endorse it nor waging a war about it. Sometimes the best way to defeat the hate is to simply wall it up in a container and then stow it.

These are all fine things to consider. It’s admirable to aim for accomplishing them as far as developing a person with a meaningful existence who will increase the value of their workplace. They will improve the community for the fact that they passed through that space and did positive things as they impacted it. They strove to do the best possible in the workplace and everywhere else. These are the factors in our investments. But its the return on investment, the ROI, that gives us the bottom line on whether the training and development was properly handled.

Do they fight resistance with all of the tools at their disposal, being selective about which to use at the proper time and in the right measure? Or do they become complacent and accept the dregs that smack of insult instead of the measure to which they have worked to earn and merit?

What type of ethics do they ultimately practice, whether in spite of or because of our training? The question also needs to be raised as to whether our input and training would have made a difference. We question whether we should have been more adamant about certain matters as our capital was being developed. There are some who would tamper with our product and interject negative influences that should not have been part of the training. Still others will attempt to approximate what they see us using but they have no sense of how to replicate the lessons. Therefore, their theft mangles the training and undermines the development regimen so that remediation is not just necessary, it is mandatory.

The issue of knowing when to let go in order to test both our own selves as to our abilities at development as well as the product to see how well it performs becomes critical as time passes. It’s important to do periodic quizes. Taking the small steps to curb disaster are easier in those small increments rather than wait until one payload is ready to be delivered and fails.

After going through all of the development and training of our investment in our future, we want to see our dividend and returns at least doubled. If they aren’t, there’s disappointment in the effort. What still needs to be considered in this regard is whether we’re using the proper measuring stick. It could be that we’re using the one for the architect when the activist logorithm is the correct rule. No matter. It’s important to have a sense of how much return we’re getting on that investment.

May 20, 2007

A Time of Change

Filed under: Career Advancement, Interns & Mentors, Management — Yvonne LaRose @ 6:07 pm

Kevin Wheeler is one of my favorite authors on ERE. It’s is quite uncanny how he and John Sullivan and I seem to write on the same subjects at approximately the same times. But those observations are beside the point of this piece.

Kevin’s most recent article purports to speak to recruiters. But there are a lot of people being left out of the equation and therefore being passed over for opportunities, who are being perceived as not qualified. Some who are bypassed are those in whom we thought we had developed a healthy, trusting relationship — a mentor relationship. One of the things that is tacitly understood is that a mentor will recommend their student to others as progress in a particular area is being made, the validity of the work is solid, and (of course) there is excellence in the outcome.

In these presumed mentoring relationships, the usual elements were present. There was give, which was taken. There were connections that seemed worthwhile. There was various manners of information, advice, and leads supplied and used. Yet, as is discussed in “Being Left Out,” these manner of inroads are cast aside and the treatment is as though one is a clerk.

Kevin’s words make me wonder how you and I should interpret his words of advice and how we should fortify ourselves if the person we thought was a mentor is not making referrals to us for work nor recommending our talents in any way to others; in other words, they’re not really being a mentor. Instead, the mentor seems to develop amnesia when it comes to our name.

One of the things that may be causing the failure is part of the formula for networking and developing healthy relationships. Although the “student” receives the advice and there is follow through, the disciple forgets to report back to the mentor about the results of their endeavors. As the prodigy is learning new things, they either become shy or gain new-found popularity and overlook talking about the new inroads with their guide. Thus, there’s an impression that there’s no new learning. Actually, we learn something new each day. It’s merely a matter of determining what has been learned and communicating those concepts through conversation, emailed coup sharing, or just talking about the newest rage in innovations.

It could be that the coach already has the information and is looking for something even better. It’s wise to check ourselves when we share innovations. Our social networks and public profiles provide a means of interpreting what our counselor finds interesting and useful, a push of the envelope.

Fortunately, Kevin points out the areas where a person can fail in the area of credibility, the areas that the mentor will consider and then look to another for input. He also provides a recommended means of resolution for the deficiency in lack of business credibility, confidentiality, competence, speed in follow-through.

While this may seem like a wonderful formula for solving a disappointing turn of events, it is entirely possible that the oversight by the leader is intentional and none of the proffered remedies will act as a cure. This will happen when the mentor realizes, as happens in many student-instructor partnerships, that the relationship has gone as far as is possible. And reluctantly (because the leader actually does enjoy the thoughts, input, and company of the student) the mentor must push the enthusiast away. The student has learned all that the mentor can provide. They now stand shoulder to shoulder. The student is on their way to being more productive and farsighted than the instructor.

To be certain, Life is a long-term lesson book. We only reach the end of the lessons when we close our eyes for the last time. So there are still small things that can be learned from our model. But it is at this point that we have become colleagues and perhaps even competitors. It is now time to consider what the previous mentor is doing in terms of doing business or work that causes them to be sought after. These new lessons need to be taken in and molded to our style and brand so that we develop our own book of clients, on our own merit.

This is also the time to reconsider the issue of confidentiality. Because it is entirely possible that we are now competitors and the sharing of a recent lesson or new find is actually giving away potential business. Thus, if the person who used to be a patient conversationalist and allowed us to talk freely begins to interrupt our flow of speech, it would be wise to not consider this as a new twist in the personality that has turned our friend into an impolite boor. They are still being our trusted advisor by giving an extremely subtle hint that the fledgling needs to close its beak. It’s also time to leave the comfort of the nest.

It seems to me that what Kevin was talking about was not being left out, per se, but a change of life.

March 11, 2007

LAUSD Launches iSEE Internship Program

Filed under: Interns & Mentors — Yvonne LaRose @ 8:40 pm

PRESS RELEASE: February 27, 2007 – This information was provided by the listserv on UniteUs.com

Program Offers Gateway to Careers in Architecture, Engineering and Construction

Los Angeles – The Los Angeles Unified School District (LAUSD) will launch the “I’m a Student Exploring Excellence” (iSEE) internship program to connect high school juniors and seniors to careers in architecture, engineering and construction on Saturday, March 17, 2007.

All LAUSD juniors and seniors are eligible for the iSEE program, which will offer a rigorous and engaging instructional environment in which to explore architecture, engineering and construction, and introduce students to aspects of the District’s $19.3 Billion New School Construction and Modernization Program.

Goals of the iSEE Internship Program include increasing the diversity of students entering the design and building industries and providing hands-on experience that enables students to be more college and career ready. In addition to establishing long-term mentorships for students, the program will also facilitate student access to college programs in architecture, engineering and construction management, and scholarship opportunities. Eligible graduates of the iSEE internship program will be connected to the LAUSD College Student Construction Management Intern Program for additional career development opportunities.

“It is exciting to launch a program that directly connects LAUSD students with our construction program and introduces them to the wide variety of career opportunities it offers,” said LAUSD Chief Facilities Executive Guy Mehula. “The iSEE program will add to our efforts to build the local workforce and strengthen the economy as we build and modernize schools throughout the District.”

Phase I of the iSEE Internship Program will provide students with an overview through a series of five class seminars, including an industry introduction and topic-specific seminars on Architecture, Construction and Construction Management. Students that successfully complete Phase I will move on to the Phase II Summer Internship Program, where students will be matched with Los Angeles architecture, engineering and construction management firms, in addition to construction companies and Labor Trade Unions, in a part or full-time, paid capacity.

An orientation for the iSEE internship program will be held on Saturday, March 17, 2007 at 9:30 a.m. at the Miguel Contreras Learning Complex Auditorium, 322 Lucas Avenue, Los Angeles, CA 90017. Student intern applications and additional information are available online at www.laschools.org. Enrollment deadline for the program is Monday, March 26, 2007.

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Worcester Polytechnic Institute

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