Showing posts with label Professional development. Show all posts
Showing posts with label Professional development. Show all posts

Aug 20, 2025

Using #SocialMedia for Professional Growth: My Journey and Lessons


When I reflect on my journey with social media, I often think back to the early 2000s—a time when very few of us were experimenting with blogs in India. What started as nothing more than “memos to myself” soon became the foundation of how I shaped my professional identity, found opportunities, and built a community of like-minded professionals.

Today, after years of being deeply engaged with social platforms, both personally and as part of my role with Philips India, I can confidently say that social media has the power to transform careers, build professional communities, and expand learning far beyond geographical boundaries.


Making Work Visible

One of the most valuable lessons I learned is what a friend of mine calls “making your work visible.” Traditionally, your work would be seen only by your boss or immediate team. But when you start writing blogs, sharing thoughts on LinkedIn, engaging in tweet chats, or answering questions on platforms like Quora, you make your expertise and learning visible to the world.

This visibility, over time, helps you connect with peers, industry experts, mentors, and even future employers. Many of my own career opportunities—such as joining 2020 Social, Brave New Talent, and eventually Philips—came directly because someone had read my work or followed my social presence.


Social Recognition Fuels Growth

In organizations, recognition has traditionally come from managers. Today, recognition also comes from peers—both inside and outside the workplace. A single “thank you” post on a company’s internal social platform could be seen by senior leaders, motivating employees and making invisible work visible.

Externally, the same holds true: when an industry leader responds to or retweets your thoughts, an entirely new network discovers you. I’ve had thought leaders like Tom Peters amplify my ideas, which not only validated my work but also expanded my connections exponentially.


Learning, Not Just Broadcasting

Too many people see social media purely as a broadcasting tool. For me, platforms like Twitter and LinkedIn have always been primarily about learning. Where else can you interact, free of cost, with global thinkers, authors, and practitioners in your field?

By following them, participating in their conversations, and humbly sharing your own reflections, you begin to establish credibility. Over time, learning and sharing build a cycle of growth—your questions, answers, and observations start adding value to others.


Balancing Personal and Professional

One challenge professionals face is blending personal and professional identity online. My own rule of thumb: avoid polarizing topics like religion and politics; focus instead on sharing knowledge, interesting finds, and the occasional slice of life that shows your human side.

People don’t want to engage with robots constantly pushing content—they engage with people who are knowledgeable and relatable.


Social Media and Hiring

Social platforms are not just branding tools; they are becoming central to hiring and career discovery. At Philips, we’ve hired colleagues we first connected with on Twitter or met casually at a tweet-up. Recruitment, increasingly, is about relationships built long before a job opens up.

On the other side, candidates themselves can demonstrate expertise by blogging, contributing to open-source platforms, sharing portfolios on Instagram or Pinterest, or answering knowledge-based questions on Quora and GitHub. When a recruiter discovers you through your body of work, your resume becomes just one small part of the equation.


For Newcomers: Start with Purpose

If you’re just starting out, the first step is clarity: why are you on social media? Is it to learn, to find a job, to build a consulting practice, or to develop a reputation? Without clarity, it’s easy to get lost in random activity.

Start small. Follow thought leaders in your field. Comment on their posts. Ask genuine questions. Share your learning. Over time, people will notice. Remember, social media is like planting a tree—its fruits are seen years later, not overnight.


The Future is Blended

Within organizations, social tools are reshaping learning and collaboration. At Philips, we’ve been rethinking the traditional classroom and e-learning models by blending them with social elements—discussion groups, ongoing interactions before and after training, and internal knowledge communities.

Externally, building an employer brand is no longer about marketing slogans—it’s about showcasing the real work, the real people, and the culture of collaboration that lives within the company.


Closing Thoughts

Social media is not about chasing followers or producing content for the sake of it. It is about authentic engagement, continuous learning, and consistent visibility of your work and ideas.

My own career is testimony to the fact that when you invest sincerely in sharing knowledge and building relationships through these platforms, opportunities come your way—sometimes in surprising and life-changing forms.

So, whether you are an HR professional, an engineer, a designer, or a student, start today: make your work visible, build your learning network, and nurture your professional growth through the immense possibilities that social media offers.

Aug 26, 2020

Interviewed by Aniisu Verghese on Personal Branding

 Some months ago I was interviewed by Communications specialist Aniisu Verghese on my approach to personal branding 

You can find the transcript of the interview here.

As I share in the interview I have mixed feelings about the term. Since I studied organizational behavior and HR, I am aware of the term of branding and not very comfortable with it. According to marketing literature, a person is hugely complex and there are also group dynamics involved when it comes to branding.  

You all can also find the video of the interview



Feb 10, 2020

People development and the role of the Manager in the Future of Work

In my last post I touched upon the fact that there needs to be a constant reskilling of people in the future of work, and this also impacts the role of the manager much more than before

The critical role of the First Line Manager

While leadership development remains a criteria for most organizations, an often neglected but critical (if not more) area is the development of the first line manager. In most organizations individual from the front line are promoted to the supervisor/manager roles based on their skills and performance in their role, not on the basis of an assessment of their "people management" skills. However the latter is the most critical skill ! A great salesperson is not always a great sales manager

What skills do managers (of all levels) need to develop?

I'll focus this post on the area of talent development. In most performance management systems the individual's development needs arise from a discussion between an individual and their manager. However in the future of work, we say the onus is on the individual to drive their own development. So what role should a manager play?

The number one skill a manager needs to develop is the ability to assess where the individual is in their career journey and where they are headed. For that, a core skill is the ability to listen and have conversations with each and every employee on the team on a regular basis. That means the manager has to play both the part of a mentor and a coach.

What does that mean?

Being a mentor means showing the person a path forward and telling them what skills are needed to develop to go down that path. It means recognising the strengths of each individual and telling them "Look, you are great in this, and therefore you should focus on these possible career moves"

Being a coach means asking each individual questions about what motivates them at work, what is their own purpose in life and what path do they see for themselves. It helps the individual to come to their conclusions themselves.

So, why doesn't that happen more often?

It is incredibly hard for organizations to assess the above skills in people when it comes to promoting people to supervisory and managerial roles. There can be a virtuous cycle when by chance a current manager has these skills and therefore can recognize these skills in people to be promoted. Or in most cases, unfortunately, a vicious cycle when a person who doesn't have the above skills goes ahead and promotes someone based solely on performance.

What can organizations do?

Explicitly state that these people assessment and development skills should be the primary focus on deciding who takes on a frontline manager role.

Create an alternate career path for people who are great at their roles but might not want/be suitable for developing people. In 99% of companies the only way to grow in your career is the managerial route, which is why so many people are disengaged at work as their development is not a priority for their managers

Here's a great video by Julie Winkle Guilioni on what managers can do help people to own their career development

Jan 20, 2011

Do you need a Personal Learning Network?

Howard RheingoldImage via WikipediaOn Twitter Howard Rheingold shared 8 insights on how to build a personal learning network.

What is a personal learning network?

In my view, a group of people whom you follow, connect with and learn from.

Social networks, lifestreaming and activity streams are the new tools of learning.

That's because in today's time and in the future - what people know is not going to be as important, as compared to how they do what they do.

Think of it as "learning by watching" except that instead of watching you are "listening" to them as their activities are shared either in first person or by tools.

So do you need a personal learning network?

Well there are two kinds of people. One who put their careers in the hands of their organizations where they work. When the going's good they focus on the work, and the organization - like a paternalistic system - takes care of them. However, business cycles change, competitors come up, contexts change. And then the career plan along with jobs can go out of the window.

This is where having a personal learning network - of people across industries and geographies - is most useful. Hybrid skills are the way new careers would develop in the future. And in my opinion, building and nurturing a personal learning network is the best way to future-proof your career.
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