General Management – The Specialist-Generalist

By John Worne Many public bodies and long-service organisations create high hurdles to new joiners. Unintentionally; often. But on the comparatively rare occasions general management jobs go 'external', job descriptions, shortlisting and recruitment panels often focus on too many 'essential' characteristics, highly sector specific knowledge and directly 'relevant' experience. As a result capable outsiders, newcomers, … Continue reading High Hurdles – get over the subtle recruitment barriers

The Specialist-Generalist Mindset

Here's what Harvard Business Review has to say on 'Imposter Syndrome', every Specialist-Generalist's constant companion:

"We’ve all had that feeling of being unqualified to do something we’ve been tasked to do. But the fact that everyone occasionally suffers from impostor syndrome (even CEOs and Prime Ministers) doesn’t make it any easier to handle.

Try these three things:

1) Recognise there are positives to being new in your field. When you’re not steeped in the conventional wisdom of a given profession or industry, you can ask questions that haven’t been asked before or approach problems in ways others haven’t thought of.

2) Adopt a learning mindset. Focus more on what you’re learning than on how you’re performing.

3) Know that you’re not alone. If you’re feeling like an impostor, chances are that others feel the same way."