I NTRODUCTION
There is a certain amount of passive learning that accompanies listening in
the situations described above. But there is much more learning that can be done
actively by the regulatory professional, including researching those you are doing
business with, your direct competitors and so on. In addition, I would emphasize
that to be the most successful regulatory professional possible, you should become
a sponge for any and all information. Do not flter your learning because you
think information is not relevant to your current job or company. Learn from
every interaction and every situation. Over the years, I have found that I can
learn something from every person whom I encounter. In some cases, it may be
a technical skill such as creating an animation in PowerPoint or an xml fle for a
Common Technical Document (CTD), or a less-tangible skill such as how adults
learn best. Everything you learn can eventually be used to help you advance your
career, be a better person or build a better relationship in the future.
Ask Anyone Anything
My next piece of advice is to seize every opportunity to learn more. Just as
children always ask “Why?”, so should you. Ask fnance: “Why do you need this
report? What do you do with it? Why does the SEC require it and does it apply
to all companies or just ours?” Ask your boss: “What is the best way to present
the accomplishments of the organization? Is there a specifc way the CEO or the
board wants to see the information? What is most important to the CEO or the
board? How can I help you do your job better? Why did the company decide
not to pursue that partnership or that deal?” I have found that virtually everyone
wants to teach you about what they do and why they do it—you just have to
be willing to ask, listen and learn. I have also found there is very little that is
off limits. I would say that in 20 years of asking about 500 people more than a
million questions, I can count on two hands the number of times that someone
said, “I can’t tell you that information.”
Asking questions also builds relationships. When you ask people about
their work and they share with you and teach you, you are adding people
with a variety of skills and a vast amount of knowledge to your own personal
network. Having a large group of “go-to” people can help you later when you
need resources they possess.
Never Say No
Not only do I suggest you never say no, in fact, I think you should seek out
opportunities to volunteer or take on additional responsibilities. This does not
mean that you should work 20 hours a day and have no life outside work in
order to advance. However, it does mean you should volunteer to help anyone
3
There is a certain amount of passive learning that accompanies listening in
the situations described above. But there is much more learning that can be done
actively by the regulatory professional, including researching those you are doing
business with, your direct competitors and so on. In addition, I would emphasize
that to be the most successful regulatory professional possible, you should become
a sponge for any and all information. Do not flter your learning because you
think information is not relevant to your current job or company. Learn from
every interaction and every situation. Over the years, I have found that I can
learn something from every person whom I encounter. In some cases, it may be
a technical skill such as creating an animation in PowerPoint or an xml fle for a
Common Technical Document (CTD), or a less-tangible skill such as how adults
learn best. Everything you learn can eventually be used to help you advance your
career, be a better person or build a better relationship in the future.
Ask Anyone Anything
My next piece of advice is to seize every opportunity to learn more. Just as
children always ask “Why?”, so should you. Ask fnance: “Why do you need this
report? What do you do with it? Why does the SEC require it and does it apply
to all companies or just ours?” Ask your boss: “What is the best way to present
the accomplishments of the organization? Is there a specifc way the CEO or the
board wants to see the information? What is most important to the CEO or the
board? How can I help you do your job better? Why did the company decide
not to pursue that partnership or that deal?” I have found that virtually everyone
wants to teach you about what they do and why they do it—you just have to
be willing to ask, listen and learn. I have also found there is very little that is
off limits. I would say that in 20 years of asking about 500 people more than a
million questions, I can count on two hands the number of times that someone
said, “I can’t tell you that information.”
Asking questions also builds relationships. When you ask people about
their work and they share with you and teach you, you are adding people
with a variety of skills and a vast amount of knowledge to your own personal
network. Having a large group of “go-to” people can help you later when you
need resources they possess.
Never Say No
Not only do I suggest you never say no, in fact, I think you should seek out
opportunities to volunteer or take on additional responsibilities. This does not
mean that you should work 20 hours a day and have no life outside work in
order to advance. However, it does mean you should volunteer to help anyone
3