Tag: Career Growth

I have very fond memories of Mick Cope – a true legend in his own lifetime – teaching me his MPH model as part of the certification programme for his 7Cs of Consulting. He had a knack of making complex concepts really simple – something I’m forever grateful of.

The 9 lenses of this model create a wonderfully helpful way to view and understand a situation, in order to create robust solutions, And as you might imagine, being the humans we are, we all have our natural preferences when it comes to the 9.

The three Ps in this model refer to an orientation in relation to time, and the lenses are Past, Present, and Projected.

Some of us are more naturally oriented to the past and the focus is lessons learned, predictable patterns, and undeniable history. We’ll often hear that in their language – things like “When we tried that before…” and “Let’s not forget what happened last time…”.

Some of us are more oriented to the present – focusing on the immediacy of a situation with current pressures and needs. We’ll hear things like “What needs our attention right now?”

The final P is projected and looks to the future; the world of intentions, ambitions and possibilities. The language we might hear that indicate this lens is in focus includes “How might that work?” and “If anything were possible what could we do?”.

Now, all three lenses have their place and when it comes to our strengths, I’d encourage us to look through all three, regardless of your preference. There will be strengths that you’ve developed over time – and if you’re anything like me, you may have seriously doubted if they were ever going to really become strengths. These include things you love doing but we’re not yet competent at, and/or things you were competent at but didn’t really enjoy. Both have the potential to become strengths in my experience.

In episode 340 of my podcast, The Flourishing Introvert Talks, I recommended undertaking a strengths audit to determine which of your current strengths might be of benefit in your future roles – planned or aspirational. So this is very intentionally pointing you to ask those projected type questions. And typically what we’ll find there, especially if you’re looking to take on a more senior role, are the strengths and skills associated with strategic thinking, inclusive influencing, executive presence and visibility, psychological safety, challenge, visionary leadership and more.

Now depending on your lived experience, the development provided by your organisation, and whatever you’ve chosen to do under your own steam, that list may sound a bit daunting. But, being forewarned as they say is forearmed.

Most organisations that I work with expect to see evidence or at least potential of the strengths and qualities you’ll need to demonstrate at a higher level before they promote you. So what are you options? Hope for the best and that you’ll not mess up too badly as you find your feet? Or steal a march by knowing what’s needed, beginning your own development, and getting ahead of the game?

I know which my preference is.

And some of that comes down to my engineering background and my experience as a project manager. If you take the time to anticipate the risks thoroughly, and put plans in place, you’re prepared for all (or most) eventualities.

And, why would I allow unnecessary risks when it comes to my own career and future prospects?

Short answer, I wouldn’t.

But without those lenses, we can become complacent, resting on past laurels, or worse still, accept what others have told us are our strengths. I explored this in an edition of The Flourishing Nudge, my LinkedIn newsletter, as I have such memories of buying into other’s opinions of me rather than believing in my own understanding of my strengths.

So my recommendation is, don’t rely entirely on others to shape you career. They will play a part undoubtedly, but it’s you who are in the driving seat.

And as you look at the road ahead and confirm your route, make sure you’re on top of what’s needed for that journey.