how to Master a New Skill"* and implement it.

Let us discuss *"how to Master a New Skill"* and implement it.

Everyone wants to improve himself/herself to be better at something.

You should know what you want to be better at  eg public dealing, using social media, presentation, etc 

Learning techniques will vary depending on the skill and the person, but there are some general rules you can follow.

 *Look for right help* :

Eliciting support from others can greatly increase learning. Find someone you trust who has mastered the skill you’re trying to attain. And look beyond your immediate manager who has to evaluate you. Check someone in your bank, other than the boss, eho would notice your changes and give  honest feedback. 

 If you can’t find a mentor inside your bank, look for people in your industry or from your network. If not, seek outside help.

Principles to Remember

Do.

Select a skill that is valued by your organization.

Divide the skill up into smaller, manageable tasks

Reflect on what you’ve learned and what you still want to accomplish

Don’t:

Try to learn in a vacuum — ask others for guidance and feedback.

Rely solely on your boss for advice — you may want to involve someone who isn’t responsible for evaluating you

Assume it’s going to happen overnight — it usually takes at least six months to develop a new skill.

Case study : Experiment with different approaches

Sheena, a regional finance controller at a global outsourcing company, noticed that any time she suggested an improvement to a financial or IT system, colleagues resisted. Her ideas went through numerous rounds of review and were heavily questioned. She decided that her communication style was hindering her, and needed to be changed. “I was given feedback a few times that I was too opinionated,” she says.

Sheena started by reading books about how to persuade people effectively and joined Toastmasters, a non-profit educational organization. Through that program, she learned how to connect with stakeholders and present ideas in a more appealing way. Also, coincidentally during the same time, the president of Sheena's company started interviewing key employees to better understand what they did or did not like about their jobs. This provided Sheena with a perfect opportunity. She explained her desire to see her ideas have more impact and the boss advised her to focus less on why something needed to be changed and more on how it could happen, including what she could do to make sure it did.

Sheena realized she had been assuming that her colleagues understood what the problems were and how to fix them. She had been highlighting what needed to be done, and leaving it at that. With her new understanding in hand, she was able to try a different approach: she mapped out a process and pointed to the root causes. This helped her audience understand where they could make changes and how exactly she could help.

Sheena has noticed a big difference in how colleagues respond to her suggestions: they are now more open to hearing them, and willing to work with her to implement them.