There’s an old English saying that you cannot teach an old dog new tricks. A Google search reveals that the phrase first came into use in 1636, adapted from The Book of Husbandry (1523) written by Sir Anthony Fitzherbert. He wrote about the difficulty of teaching an old dog a new skill. Similar observations have been made about humans for centuries.
But I think 2021 categorically proved Sir Anthony was wrong all those years ago. Instead, we saw many examples of people (and organisations and businesses) doing new things. These people and organisations transformed some aspects of what they were doing to stay relevant and improve. They learned new skills, saw things differently, or found new ways to get things done.
In 2022 we will see much more of this. We now know that all dogs, young and old, can learn new tricks, which is a significant plus as we enter a future of opportunity, not limitations.
Currently, there is a lot of talk and coverage about the Great Resignation. During the pandemic, a lot of people reflected on what they really wanted out of life, and a lot decided it was not their current job. What fewer people are talking about is what this will look like, and the implications for companies and the people who choose to stay. Recent research from Venturebeat shows that the percentage of staff leaving jobs is two or three times higher among Generation Z and Millennials than among Boomers and Gen X staff.
Some might say, well, we are just losing the newcomers and think that is okay. The people with experience and institutional knowledge are still here. However, what you are losing and need to rapidly build to replace is the future. I looked at my own company’s attrition rates in 2021 and this pattern was confirmed. The clear implication was that things had to change.
Have you considered the business implications of 30% or more of your young staff upping and leaving? What new demands would it make on those who stayed behind? How would the skill loss be compensated for?
Many departing younger staff had new skills that you need in your teams or companies. These young staff saved you the problem of learning things yourself. The remaining staff, young or old, now really need to see the opportunity here to transform their capabilities and contribute in new ways. In short, to learn new tricks, and not be the proverbial old dog.
For example, lockdown forced me to adjust certain ways of working I had gotten used to. No longer was I able to review bags of physical documents as I worked away from the office at my home. Instead, I had to learn alternative digital methods. Sure, this is no big thing for digital natives. More so for me.
However, when I combined what I learned with my existing skill sets, it opened up new possibilities. I freed up the time of some of my people and enabled them (and myself) to change our contributions. We can all get out of our comfort zone and learn something new when the situation demands it.
But where to start? As I discovered in my own experience, it started with me. As a business owner or leader looking to transform the organisation, or as a newcomer looking to get ahead, no one can get it started but you. As an experienced staff member looking to do more or new things, it is also on you. Start with how you see the situation and then:
- Accept the challenge.
- Shift from obligation to opportunity thinking.
- Shift your mindset to make the next 10 years of your career better than the last. Even if it’s in a different way.
- Look for the new tricks people did not think you could learn and stretch yourself.
- Self-reflect. Be honest. What have you been avoiding learning?
- What would immediately add value to yourself and your team if you were to go out and master it tomorrow?
- What have you been actively avoiding? How has this created more work for others?
- Where is your gateway learning? What can you learn that will allow you to layer on more skills development for exponential returns?
- Identify the tools you lack. Now that you have the what, go and find the how.
- Actively search for development opportunities, and they do not need to be in the classroom.
- Tell your boss what you need. Show them something you have found that may help.
You will be pleasantly surprised at how happy your boss is when you step up to fix a problem. I certainly back my people as much as I can when they say “I need to learn this …”
My advice is to be specific and transform your skills in your context. You may have an opportunity for a complete change, say learning data skills, or something else tech-related. I applaud this kind of commitment to development and learning.
However, many people can struggle with these kinds of shifts. If you are happy in your current role, consider looking at the skills your field or industry needs now or in the new future. Ask your boss or a colleague. Find a low-cost approach that suits you and get started.
If you are a leader or development professional, the same guidelines apply. It still starts with you. Figure out whether it is more effective to build or buy the skills you need (probably some of both) and back your people at scale to transform your business.
Arinya Talerngsri is Chief Capability Officer and Managing Director at SEAC — Southeast Asia’s Lifelong Learning Center. She can be reached by email at arinya_t@seasiacenter.com or https://www.linkedin.com/in/arinya-talerngsri-53b81aa. Talk to us about how SEAC can help your business during times of uncertainty at https://forms.gle/wf8upGdmwprxC6Ey9
