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Cultivating Excellence—A Guide to Nurturing Pi-Shaped Talent

Kane Mar |  11m 15s

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In the contemporary business landscape, where change is the only constant, the demand for versatile and multifaceted professionals is surging. According to the "Skills in the New World of Work" report, the pi-shaped employee, with deep expertise in multiple domains and a broad set of collaborative skills, has emerged as a coveted asset in this environment. 

Here, we delve into practical guidance and advice for both individuals and organizations aiming to cultivate this unique skill set.

For Individuals: Embarking on the Journey to Becoming Pi-Shaped

  • Identify Your Core Strengths: Start by identifying your existing areas of expertise. What are you exceptionally good at? This could be a technical skill, a creative prowess, or a knack for communication. Recognizing your strengths is the first step in building upon them.

  • Branch Out: Once you have a solid foundation in your primary area of expertise, start branching out. Explore a second field that complements or contrasts with your existing skills. For instance, if you’re a software developer, you might delve into project management or user experience design.

  • Embrace Continuous Learning: The journey to becoming pi-shaped is ongoing. Embrace a mindset of continuous learning, seeking out opportunities to expand your knowledge and skills. Attend workshops, enroll in online courses, and stay updated on industry trends.

  • Seek Mentorship: Find mentors who embody the pi-shaped skill set. Learn from their experiences, observe how they navigate challenges, and seek their guidance on how you can develop your own skills.

  • Engage in Cross-Disciplinary Projects: Actively seek out projects that require collaboration across different departments. This exposes you to diverse perspectives and helps in honing your collaborative skills.

  • Develop Your Soft Skills: Focus on developing your soft skills, such as communication, emotional intelligence, and problem-solving. These skills are integral to the pi-shaped profile, enhancing your ability to collaborate and lead.

  • Build Your Network: Network with professionals from various fields. Attend industry events, participate in forums, and connect with peers. A diverse network provides you with a wealth of knowledge and opportunities to learn and grow.

For Organizations: Fostering a Culture That Nurtures Pi-Shaped Talent

  • Create a Learning Environment: Cultivate a workplace culture that values and encourages continuous learning. Provide access to training programs, workshops, and educational resources.

  • Encourage Cross-Functional Collaboration: Foster a collaborative environment where employees from different departments work together on projects. This breaks down silos and promotes the development of broad skills.

  • Implement Mentorship Programs: Establish mentorship programs that pair less experienced employees with seasoned professionals. This facilitates knowledge transfer and helps in nurturing pi-shaped skills.

  • Recognize and Reward Versatility: Acknowledge and reward employees who demonstrate versatility and a strong set of collaborative skills. This sets a precedent and motivates others to develop similar skills.

  • Provide Opportunities for Skill Development: Offer opportunities for employees to develop their second area of expertise. This could be through job rotations, project assignments, or providing access to educational resources.

  • Encourage a Growth Mindset: Promote a culture that embraces challenges, values effort, and sees failures as opportunities to learn and grow. A growth mindset is crucial for the development of pi-shaped skills.

  • Lead by Example: Leadership plays a pivotal role in shaping the skills and attitudes of the workforce. Leaders who exemplify pi-shaped characteristics inspire their teams to pursue a similar path.

Unlocking Potential with Pi-Shaped Talent

The pi-shaped employee is a beacon of versatility, innovation, and collaboration. For individuals, the journey to becoming pi-shaped is rich with opportunities for growth, learning, and leadership. For organizations, fostering pi-shaped talent is an investment in the future, creating a resilient, adaptable, and innovative workforce.

By embracing continuous learning, encouraging cross-disciplinary collaboration, and nurturing a culture of versatility, both individuals and organizations can unlock the full potential of pi-shaped talent, paving the way for success in the ever-evolving world of work.

Download the "Skills in the New World of Work" Report

Surveying employers and employees across the globe, this agile professions report has a lot to reveal. Not only are employees with several core competencies in demand, but the report also tells us that agility is the expected way of working in many industries. Want to learn more? Complete the form below to access your copy of the report.

 

 

 

About the author

Kane Mar
Biography Why should I attend one of your courses? I am Scrum trainer (CST) and coach (CSC) specializing in the use of Scrum and Extreme Programming. I have been working exclusively with Agile software development teams since 2001 and have worked with clients such as Microsoft, Capital One, Progressive, Oracle and TransCanada Pipelines. I was one of the first 30 Scrum trainers worldwide, and I've been training companies in the use of Scrum since 2006. I'm also one of the first three Scrum coaches when the certification was release in 2007. However, I don't feel that training is about the trainer ... it's about the participant. It's about how the trainer communicates the essential principles, methods and practices in a manner that's fun, engaging and thought provoking. I believe that learning is most effective if done through a combination of exercises, games, and discussion. And so, I've constructed my training materials in this manner to provide an educational but still enjoyable course. What experience do you have with traditional Project Management? Prior to my work with Agile software development, I had 10 years of experience as a software developer and project manager for Waterfall and RUP projects working with Java, Smalltalk, C, PowerBuilder, SQL and PL/SQL. I worked as a project manager for PriceWaterhouseCoopers (now IBM Global Services), delivering "at risk" projects. And, I was successful by using a combination of managing client expectations and technical ability. To be successful in a traditional project management role requires a great deal of personal sacrifice, and for me it wasn't sustainable. After years of death march projects I needed to find a way to be successful in a more mature, holistic fashion. And, I found that in the Scrum community ... let me share my experiences with you. What experience do you have with large companies, and senior management? Ken Schwaber wrote the famous "Scrum is hard and disruptive" paper in 2007, in part to help the wider community understand that Agile software development is a systematic change to how software is delivered. I am experienced in guiding organizations, and I have successfully helped in the transition of Capital One, Qpass and TCPL. I know what it's like to have a difficult question from the CIO, I understand what information she is looking for and how to provide it. I also wrote the white paper A Roadmap to Agile Development: A Strategy to Increase Adoption Success, which is the corner stone of my free online mini-course. You can find more details about this white paper and the online course on my website. What is your experience with the Agile technical practices? I began my career as a software developer, and I love code. Although I haven't coded professional since I became a Scrum trainer (CST) I still learn a new language every year. During my time at Thoughworks (2001-2006) in the US, I worked with some of the most experienced and cutting edge Agile developers in the world. It took me several years to learn all the tools, techniques and practices involved with Agile software development. I found that understanding some of the key Agile engineering concepts is as important as understanding the technical practices. And, it was only once I fully embraced the art of the possible was I able to let go of many of my fears and help take a teams performance to the limit. Can you help teams struggling with Self-Organization? Or poor quality code? Can you show teams how to deliver an "increment of potentially shippable code" within a 2 week sprint? Yes ... these are all common issues that Scrum teams struggle with. I help my course participants learn by guiding them through physical game play, in depth discussions and case studies. I firmly believe that it's only be doing Scrum are participants able to understand what it feels like to be on a Scrum team, and to appreciate the collaborative nature of Agile software development. I still have questions. Why not read some of my material online? I've been writing and blogging about Agile software development since 2005, and it's a great way to get introduced to my work as a trainer. My blog can be found at http://Scrumology.com I'm also on Facebook, and Twitter although I'm not nearly as active as I have been in the past. You may also want to read some of the endorsements that I've received through my LinkedIn profile.