Why has experience helped some and not others?


In recent hirings, I talked with several managers about experiences of candidates. We wanted to look for candidates with experiences that we needed. We put that in job description. Many resumes we received had 15 years of experiences in a particular field but those candidates either moved too often but stayed too short from organizations to organizations or did not grow much from their positions. They looked like having one year of experience 15 times. There were candidates with fewer years of experiences but they passed our strict tests with a high flag.

Why has experience helped some and not others?

Dr. John C. Maxwell said that we begin our lives as empty notebooks. Every day we have an opportunity to record new experiences on our pages. The problem is that not all people make the best use of their notebooks. Few who do make use of their notebooks often reread what they wrote and reflect on it. Reflection turns experience into insight. Experience teaches nothing, evaluated experience teaches everything. In other words, experience is automatic, insight is not.

Dr. John C. Maxwell taught about experiences:

  1. We experience more than we understand. In order to close the gap between understanding and experience, write it down and reflect on it daily.
  2. Our attitude toward unplanned and unpleasant experiences determine our growth.
  3. Lack of experience is costly.
  4. Experience is also costly. We can not gain experience without paying a price. Experience gives the test first and the lesson later.
    Mark Twain: I know a man who grabbed a cat by the tail and he learned 40 percent more about cats than the man who didnt.
  5. Not evaluating and learning from experience is more costly. It’s a terrible mistake to pay the price for experience and not receiving the lesson.
    Mark Twain: if a cat sits on a hot stove, that cat won’t sit on that hot stove again. In fact, that cat won’t sit on a cold stove either.
  6. Evaluated experience lifts a person above the crowd.

How do we apply this lesson? I have a habit of writing down what happened to me since high school. Shihan Arakaki (founder and grandmaster of Musokai Karate) taught me to write down both what happened as well as what I learned. Now Dr. Maxwell taught me to write down my experience, my thoughts, my learning, and really spend time to reflect on it. The entire process takes less than 15 minutes daily but it has been a life-changing habit. It will be for you too.

For more details, please read Leadership Gold by Dr. John C. Maxwell or join one of my mastermind groups.

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The biggest mistake you might make: assign power, influence, authority to someone with a title

Engineer 1 visits the headquarter office and meets a VP at the elevator. The engineer doesn’t know that this is a VP.

Engineer in a very peaceful and pleasant voice: “Hi, how are you? My name is X. I am visiting from another office. This is my first time here. You must be very lucky to work in this nice office.”

VP: “Thank you. Yes, it’s a nice office. What team are you in?”

Engineer: “I am on team Y.”

VP: “It is a great team. You guys are working on some cool project.”

The elevator comes to a stop and they wish each other well.

Later on, when the engineer find out that he talked to a VP, he hopes that he didn’t say anything stupid.

At the end of the day, the engineer takes the elevator to go home and meets the VP again.

Knowing that he’s in the same elevator with a VP, the engineer becomes very uncomfortable. The VP is friendly like he was in the morning and is glad to see his new friend again. Fear grows inside the engineer. He’s intimidated. He just says “Hi” and couldn’t open his mouth anymore.

It’s the same person this engineer meets in two different circumstances. The engineer lets the title and formal position intimidate him. He’s no longer free like he was in the morning.

This is a common mistake people in workplace make. They assign power and authority to someone’s title. They let titles control how they talk to someone.

A title doesn’t make someone a leader. A position doesn’t make someone a leader. What make someone a leader is influence. Influence is earned. Don’t assign power, influence, authority to someone with a title. More importantly, treat everyone you meet like a human being.

The secret: how to stay positive when meeting negative people

An engineer asks his coach: “Coach, my energy is very positive now. I am living my life. What do I do when I meet a negative person?”

Coach: “You will never truly be happy until other people stop being a problem for you. If someone is still making you feel bad, you are a victim of a victim. Here’s a quote from Gandhi that woke me up long time ago: Be the change you want to see in others.”

Engineer: “I got it coach. Other people can’t be my problem. Rather, they give me an opportunity for giving. I must be an example for them to follow. That’s a way of giving.”

Be the change you wish to see in others. Lead by example. Inspire others.

[Tagging those topics as you can apply the same to liberate yourself]

#gandhi, #thesamuraicoach, #LeadersAreMade, #RemoteWorkers#SearchingForPurpose