Do You Dislike Your Boss?

Times have changed over the last five decades. There was a time where organizations had to develop and secure the best leaders to retain their best talent. Although poor leaders existed, they were often quickly identified by a high turnover of staff in their area – as employees voted with their feet.

 

Yet more recently and especially after the global financial crisis jobs have been scarce in many industry sectors, globally, with supply outstripping demand and hence poor leaders have been able to entrench themselves in many organizations, both large and small, as employees are less able to ‘vote’ with their feet anymore.

 

This is bad for everyone – organizations, employees and stakeholders and the only winners are the bad leaders - where way too many are able to ‘survive’ in today’s global economy, as many employees are ‘forced’ to put up with their poor dysfunctional behaviour.

 

According to the most recent Gallop ‘State of the Global Workplace’ study, half of all employees in the United States have quit jobs at some point in their career in order to get away from their bosses. The figures are similar or even higher for workers in Europe, Asia, the Middle East, and Africa.

 

The same survey, consistent with previous ones, also shows a clear correlation between an employee’s engagement (that is, motivation and effort to achieve organizational goals) and their relationship with the boss. Where 77% of employees who said they were engaged at work described interactions with managers in positive terms (for example, my supervisor focuses on my strengths).

 

What’s really worrying is that research has shown that an engaged workforce is a key driver of organizational success, and yet according to Gallop, only 13% of employees worldwide fall into that category.

 

Manfred Kets de Vries asks in a Harvard Business Review article: “What are these ‘bad’ leaders doing? Frequently cited grievances include micromanaging, bullying, avoiding conflict, ducking decisions, stealing credit, shifting blame, hoarding information, failing to listen, setting a poor example, slacking; and not developing staff. Such dysfunctional behaviour would make anyone unhappy and unproductive. However, whatever sins your boss commits, managing your relationship with them is a critical part of your job. Doing it well is a key indicator of how effective you are.”

 

Across the globe there are too many demotivated employees and their organizations seem unable or unwilling to try to shift the balance. The problem often starts right at the top with corporate boards and shareholders only focused on the short-term , where a ‘culling’ of the poor leadership would not be good for the share price in the short-term – although it would, if done correctly ensure much greater returns in the long-term, than they will get keeping the status quo.

 

The short-term focus mind set is destroying the very fabric of developing world class, efficient leaders who can develop their organizations to completely new levels of performance and innovation; two key factors required for competing in the global 21st century market place.

 

Kets de Vries offers some basic tips and tricks for employees who work for ‘bad’ bosses;

 

“Research has shown time and time again that practicing empathy can be a game changer in difficult boss-subordinate relationships, and not just as a top-down phenomenon. Experts such as Steven Covey and Daniel Goleman emphasize the importance of using this key aspect of emotional intelligence to manage ‘up’. Where neuroscience also suggests that it’s an effective strategy, since mirror neurons in the human brain naturally prompt people to reciprocate behaviours.

 

Second - Look at yourself. People who struggle to work well with their bosses are nearly always part of the problem themselves: their behaviour is in some way preventing them from being recognized and valued.”

 

However there is a naivety with these suggestions. With the first ‘tip’ many poor leaders just ‘lap up’ the empathy and actually don’t reciprocate it – rather taking the empathy as ‘tacit recognition’ statements that they are in fact ‘great’ leaders. These people refuse to accept their weaknesses and hide them behind all the poor traits that were listed above.

 

Sadly if these simple steps don’t work and you don’t have a solid case to take to your HR department – and remember it will have to be solid, with factual evidence and not conjecture and opinion. Then most employees start to just go through the motions at work and try to minimize contact with their boss – hoping that by playing the waiting game their boss will move onwards and upwards or move preferably out completely. The problem with this strategy is that during this ‘playing for time’ phase your relationship is unchanged at best, or deteriorating at worst, as from the poor leader’s perspective you’re not ‘putting in the effort or being a team player.’ Which they use against you to make life even more miserable.

 

Often it’s not the best strategy to play for the time when the boss leaves – but play for time when you can leave and use the time actively seeking alternative employment – specifically at a time while you are still feeling positive about yourself, your self-worth, and your future ambitions. Since being stuck in a ‘playing for time’ scenario for too long can have a negative psychological effect on you and ultimately your health.

 

There is definitely strength in numbers – but often in business it seems to be everyone for themselves. If a group of people can go to leaders they trust and ‘flag’ the poor leadership traits they are experiencing and have some constructive solutions, then maybe, just maybe, your voices will be heard. But it’s often a very risky strategy and you find those people who have promised to be ‘right behind you’ – are, when the time comes, so far behind you, you can’t see them for dust.

 

There’s a great quote that states “don’t push a loyal person to the point where they no longer care” – too many poor leaders are doing that on a daily basis around the world and sadly it’s a lose-lose scenario for everyone involved.

 

I just hope that key stakeholders will take a stance soon to bring effective leadership back into the workplace.

 

References:

 

Kets de Vries, M.F.R. (2016). Managing Yourself. Do You Hate Your Boss? Harvard Business Review, December, 2016. P.97-101.

Remeber that Your Career is a Journey.

Like many journey’s we undertake in our lifetime, your career is one where you need to accept that you’ll encounter delays, diversions, pot holes, the occasional ‘road rage’ and all kinds of travellers along the road you will travel.

 

In today’s hectic, fast paced business environment many youngsters start their journey totally unprepared for the journey ahead and hence when they encounter their first obstacle they falter as they simply hadn’t thought or prepared for any ‘problems’ on their route. Though in fairness it’s not just those that are starting their careers, as there are many out there, of all ages, who are still faltering, as they haven’t embraced that their career is a journey that will inevitably encounter problems along the way.

 

The first step is to simply accept that your career path will never be smooth sailing, yet at the same time it should not be full of negative surprises and you need to view all barriers as challenging obstacles to overcome – trying to see positive opportunities rather than just the negative obstacles.  

 

Planning a career is similar to planning any journey you may take - you ask yourself ‘where do I want to end up?’ A simple question, yet very few ever ask or answer it. Yet without having an idea what your final destination is or what it looks like – it’s hard to evaluate how your journey is actually progressing at any given point in time.

 

In today’s volatile and uncertain world one ‘destination’ goal should be financial independence. Where financial independence should be a realistic future state – a destination where you can live a comfortable life and enjoy your retirement. Some may achieve the status of the superrich, but for most it should be a state of simple independence – where you work in your retirement because you want to, not because you have to. 

 

Another key career ‘tip’ for the journey should be always having a ‘plan b’. This is a great resource to take with you on your journey, so that when you meet that diversion or blocked road (obstacles that you’re certain to meet more than once on your career journey), you don’t just get stuck in limbo waiting for some unknown hand to clear the obstruction for you – you take control and simply change direction. Not losing sight of your final destination, but taking your own detour, under your own terms. Sure it might be a ‘longer way’ round and/or a bit bumpy, but you’re still moving forward and making progress towards that final destination.

 

Another tip is to embrace that the path will be problematic and see the ‘blocks and problems’ as challenges and face them with a grin and a smile. See them as adventures and don’t let the problems drag you down, so that you become negative and despondent, as if you do, the only person that is hurting and losing is you – never let your career have a negative influence on your life, as you have the power to turn it around.

 

For most of us we will work for the best and worst leaders during our career. When you work with the worst don’t be bitter, but learn from them – learn how not to lead, so that when your time comes you can be the best leader you can be. Poor leaders are just people who have been promoted too soon and simply don’t have the skills or knowledge to be great leaders; and who don’t have the courage to look themselves in the mirror and realise their faults, so they rely on power to keep them going. Just keep your head down while you look for something better.

 

Always keep your short term goals in balance with your long term goal. Retirement will come soon enough and when it does you should have no regrets. Your life should have been a fulfilling journey – where you’ve experienced life’s ups and downs; overcome adversary; met the best and worst of people, and forged long term relationships with the best of them; where you’ve innovated something; really helped someone; and feel your life has made a difference.

 

Plan your career like you would any other journey, but never forget the importance of this one. Choose your destination carefully and wisely – make it something you can visualise and be excited about. Then plan the steps to get there; and then plan for the diversions, road blocks, and slow moving traffic etc and have alternatives planned for if and when they occur.

 

None of us are entitled to a successful career, we have to work for it. It won’t necessarily be easy, but if you always see the cup half full then ever obstacles will be viewed as an adventure and a challenge, which will help you deal with the difficult times.

 

My best friend sent me a set of eight quotes the other day and I want to share five of them with you – as they are tips you can take on your career journey and read them when things aren’t quite going to plan and you’re feeling down;

 

Never let the things you want make you forget the things you have;

The real beauty of life is in each precious moment – so stop and smell the roses;

Most people who fail at reaching their dream, fail not from lack of ability but from lack of commitment;

Stay positive – when it rains look for rainbows and when it’s dark look for stars;

Thinking too much only complicates your life and creates a problem that wasn’t there in the first place.

 

It’s never too late to plan or re-plan your career journey – so if you haven’t got a clear destination in mind, maybe now’s a good time to think about it and plan your career accordingly – and then really enjoy the ride.

 

Are You Image Focused?

Your personal brand is your unique competitive advantage which is a precious commodity in today’s highly competitive business world; and your brand is significantly affected by your perceived image out in the big wide world. It doesn’t matter where you are on the career ladder or what skills and experience you have – unless you have somehow saved enough money for your brand not too matter anymore, how you ‘promote’ yourself and how you let others promote you will have a significant short-term and long-term impact on your perceived image by others – and hence impact your dreams and aspirations on a business and personal level.

 

As HBS professor Laura Morgan Roberts sees it, if you aren't managing your own professional image, others are; "people are constantly observing your behavior and forming theories about your competence, character, and commitment, which are rapidly disseminated throughout your workplace," she says. "It is only wise to add your voice in framing others' theories about who you are and what you can accomplish."

 

The art of developing our own brand is something that is lacking in many educational and business environments. Yet considering how important your image is in optimizing your potential future – the art of personal image and brand building should be a part of a teenager’s basic education from 16 years old at the very latest.

 

Professor Roberts highlights how “in the increasingly diverse, twenty-first century workplace, people face a number of complex challenges to creating a positive professional image. They often experience a significant incongruence between their desired professional image and their perceived professional image. In short, they are not perceived in the manner they desire; instead, their undesired professional image may be more closely aligned with how their key constituents actually perceive them. Members of negatively stereotyped identity groups may experience an additional form of identity threat known as ‘devaluation.’ Identity devaluation occurs when negative attributions about your social identity group(s) undermine key constituents' perceptions of your competence, character, or commitment. For example, African American men are stereotyped as being less intelligent and more likely to engage in criminal behavior than Caucasian men. Asian Americans are stereotyped as technically competent, but lacking in the social skills required to lead effectively. Working mothers are stereotyped as being less committed to their profession and less loyal to their employing organizations. All of these stereotypes pose obstacles for creating a positive professional image.”

 

The world has become a very critical and hypocritical place as we try to learn to come to terms with living our lives in such a public arena. The beauty about the human race used to be our unique individuality and yet this can feel like a curse in this new social-media focused world with people making blind judgements based on their own, often ignorant, ‘beliefs’ without even pausing to understand the situation and the facts. It’s quite scary just how quickly people are prepared to make huge assumptions and judge complete strangers based on as little information as a simple photo or set of words.

 

Professor Roberts reminds us that “even positive stereotypes can pose a challenge for creating a positive professional image if someone is perceived as being unable to live up to favorable expectations of their social identity group(s). For example, clients may question the qualifications of a freshly minted MBA who is representing a prominent strategic consulting firm. Similarly, female medical students and residents are often mistaken for nurses or orderlies and challenged by patients who do not believe they are legitimate physicians.”

 

She goes on to add that “In order to create a positive professional image, impression management must effectively accomplish two tasks: build credibility and maintain authenticity. When you present yourself in a manner that is both true to self and valued and believed by others, impression management can yield a host of favorable outcomes for you, your team, and your organization. On the other hand, when you present yourself in an inauthentic and non-credible manner, you are likely to undermine your health, relationships, and performance.”

 

30 years ago unless you were some form of celebrity or very successful business person, you were pretty much anonymous outside of your personal and business circle of friends and colleagues. You just had to worry about your ‘local’ image, which was pretty much in your hands to control. Probably 30 years ago people actually wished they could ‘market’ themselves more easily on a global scale, though it seems that we have gone from one extreme to the other.

 

In today’s business world “people attempt to build credibility and maintain authenticity simultaneously, but they must negotiate the tension that can arise between the two. Your ‘true self,’ or authentic self-portrayal, will not always be consistent with your key constituents' expectations for professional competence and character. Building credibility can involve being who others want you to be, gaining social approval and professional benefits, and leveraging your strengths. If you suppress or contradict your personal values or identity characteristics for the sake of meeting societal expectations for professionalism, you might receive certain professional benefits, but you might compromise other psychological, relational, and organizational outcomes.”

 

The desire to be noticed and be part of the ‘social media community’ must be tempered by the need to manage your personal image, both in the short and long term, to the extent that you feel in control of your ‘projected message’ allowing you to market yourself more effectively – which should be one of the core benefits of social media.

 

Professor Roberts concludes by reminding us that “first, you must realize that if you aren't managing your own professional image, someone else is. People are constantly observing your behavior and forming theories about your competence, character, and commitment, which are rapidly disseminated throughout your workplace. It is only wise to add your voice in framing others' theories about who you are and what you can accomplish. Be the author of your own identity. Take a strategic, proactive approach to managing your image.”

 

 

References:

 

Roberts, L.M. (2005). Creating a Positive Professional Image. Harvard Business Review, June [http://hbswk.hbs.edu/item/creating-a-positive-professional-image]

How Will Future Generations View and Plan Their Careers?

The world is changing fast. It wasn’t that long ago that lifetime employment was a genuine reality for many; sons following in their father’s footsteps. This may not have been the most lucrative career, but you were pretty certain that you would have a job for life; and during this same period interest rates encouraged people to save for retirement, where you could actually get a reasonable return on a basic savings account. But in the early 21st century neither are on the short-term radar for the future – so what does this mean for future generations and what advice should parents be giving their children.

 

Just getting a solid education these days puts a youngster in debt right from the start – often with no guarantee of a job; and this is in first world countries like the US and the UK. Universities have become businesses looking to make short term profit, rather than institutions trying to match ‘local’ and ‘global’ manpower needs in different disciplines.

 

At the same time too many large organisations are abusing basic corporate governance requirements to make that extra buck for their shareholders. The recent scandal of VW cheating on the calculating and reporting of data on their vehicle emissions; quickly followed by Mitsubishi is another example of corporate greed; which seems to have become the rule rather than the exception. A further case in point being the banking sector; where we now see banks around the world cutting staff in the thousands after operating some shady deals prior to and during the financial crisis.  

 

So how and what should we teach the next generation to be street smart when it comes to their career planning?

 

There’s nothing wrong with a college or university education if (1) you know what you are getting yourself into from a financial perspective and (2) the subject and institution you choose will give you a ‘step-up’ onto the job and career ladder. Only kids from wealthy families can consider just doing a degree for the ‘fun of it’ in the future; and even in this case it’s pretty irresponsible of the wealthy parents to encourage it.

 

So what to do? There’s a strong agreement these days for becoming skilled in either a profession or a trade. But if you decide to go through the university route without a guarantee of employment afterwards, it’s worth having a solid ‘plan b’ in place that you can fall back on.

 

In fact with employment no longer being guaranteed it’s worth every young person having a ‘plan b’ career up their sleeves, where they know that they can always earn some form of a living regardless of what’s happening in the business world around them.

 

First, future generations should try to get as much ‘business’ exposure as possible during their school years – taking on holiday jobs, in both the profit and non-profit sector. It doesn’t matter if this is hard, manual labour or basic ‘station fill’ jobs – what it does is makes the kid aware of what work is like and all about. Where they learn as much from the job as they do from the peers they are working with.

 

Second, parents should encourage future generations to learn a trade that they can either focus on as a career; or as their ‘plan b’ to fall back on if and when they need too. This could be learning a trade in areas such as plumbing; electrical repairs/installation; construction; brick/stone masonry; carpentry; welding; etc. Having a fall back ‘skill’ will give you that confidence and assurance that you’ll always be able to earn some kind of living should you ever find yourself struggling to find employment and this is very smart thinking in today’s world.

 

Thirdly, become qualified in a hobby or sport that you love - this could be by becoming qualified as a personal trainer; or a coach in your favourite sport; a diving, skiing or surfing instructor – there are so many areas where you can combine a fall back qualification with something you love. You may not earn a fortune if you have to fall back on this as your main income stream – but at least you’ll be earning something while you hunt for that dream job. It also has a positive psychological effect on the individual, at a time when it’s easy for the job loss and subsequent job search to have a negative impact on ones wellbeing.

 

Finally if you have a love for languages then become fluent in one (or more) and you’ll always be able to act as a translator or a language teacher if your career suddenly suffers.

 

I’m not sure who’s teaching today’s younger generation how to plan to survive going forward in their lives. In some elements of communities around the world there seems to be an entitlement mentality – where some of today’s youth feel it’s their governments responsibility to give them a job – and not just any job, but a job they actually enjoy – and if the government can’t do that, then they should provide them with some form of social welfare so they can live without any really worry. This hypothesis is doomed to failure and sadly those that suffer are the youth. Is it all their fault – I’m not convinced it is. They see and read about ‘fat cat’ business men and politicians ripping off the very people they are supposed to be supporting – and probably feel that life is unfair and that they should be given a break too.

 

Sadly victim mentalities aren’t what the world needs to grow and prosper. ‘We’ have a lot of work to do going forward into the future – not just creating jobs, but ensuring there is access to enough water etc, as the population continue to grow across the world. So what the world is experiencing now is just the tip of the iceberg in respect of what the future holds.

 

In fact we knew 50 years ago that technology would make some jobs redundant or less human intensive – and yet there doesn’t seem to have been any real, clever forward manpower planning to strategize about how we create enough work for first world, let alone third world, populations – where citizens can at least earn a living wage.

 

Until we have politicians and top business leaders who can think beyond the moment – we need to encourage and teach our youth basic survival skills in the current global economy. As until there is real change it will not just be survival of the fittest but survival of the smartest – and with that in mind everyone should have a fall back ‘plan b’ career that they can fall back on and earn some money – should they find themselves without a job.

Do We Plan for the Future?

I’m reminded of the old saying “we can’t choose where and when we are born, but we can choose how we live.”

 

There has always been unemployment and individual suffering throughout the globe – but in the late 20^th Century there was a time when life-time employment was offered by many organisations, and though this didn’t offer luxury, it offered a form of personal security. Maybe because of the suffering most countries endured during the World Wars and the need to rebuild, there was a conscious selflessness at the time to build a ‘home’ economy that would support the masses. Even more interesting is that two of the best economies to emerge from WWII weren’t from the victors but from the vanquished, i.e. Germany and Japan.

 

The recent global financial crisis has affected everyone and has forced many countries, businesses and individuals to re-assess how they view their futures. We will all know of people who have lost their jobs, know of people who are still struggling to find work and will have seen our disposable income decline. So what can we learn from these recent events?

 

Probably the most important lesson is something we all know, but seem to be bad at ‘owning’ when things go bad – and that is that economies and businesses operate in cycles. Just as products have life-cycles so do economies, businesses and ultimately (and obviously) so do we.

 

Planning for the future involves planning your career, it involves planning your financial security and always having a plan b, c, and d. There will already be a huff and a puff from some, who will highlight that you have to have a good job before you can even consider thinking of financial security – since when you are living from hand-to-mouth, financial security is just a dream rather than a reality.

 

But I would challenge that thinking – self-fulfilling prophecies will never disappoint and if you believe that you can never get out of your ‘hole’ – whether that’s being trapped in a job, or trapped in a low-income, higher expenditure cycle, then you won’t get out. But that doesn’t mean you’ve made the right decision.

 

Futures are defined by opportunity and attitude. Opportunities will always present themselves – but not necessarily when you want them too. You just have to be open to both seeing opportunities and creating your own opportunities. We’re not talking about million dollar deals – just opportunities to advance your career and your financial earnings.

 

Attitude is part nature and part nurture. If you’re born into a family that doesn’t believe there is any hope to succeed at anything – when it’s unlikely you will, at least until you’re old enough and hopefully strong enough to challenge that hypothesis – though sadly for many, by the time they are old enough to challenge the negative thinking, it is way too late to do anything.

 

For those born into this group, it’s up to you to stop the cycle and give your kids hope and ambition to move up and out of the cycle of despair. There are plenty of success stories around the globe, but ‘future success’ needs to be driven from the parents at the child’s early stage of development when beliefs are being formed.

 

For the rest, you have to realise that a career is a journey and quite a long journey. It is highly unlikely that it will develop as quickly as you would like and you need to be prepared for ups and downs – never losing sight of your own personal career goals. As soon as you give up on your future, then don’t expect anything more than what you have – until you reignite the ‘fire’ and find that positive attitude that will drive you forward.

 

Careers are not easy and have to be constantly worked at. Even in the large multi-nationals where promotion after so many years is often guaranteed, you still have to work hard and identify and create opportunities that can fast-track your dreams.

 

Finally, I remember my Mother telling me when I was around 8 years old that my aim in life should be to save enough to be able to live off the interest – but with global interest rates being so low, being able to save enough to live off the interest is an impossibility, expect for a very, very few who can earn mega-millions within certain professions. So building a solid financial foundation that you can build your life and retirement on becomes a core personal goal – best developed when you are young and worst started today. So planning your career should go hand-in hand with a solid financial plan in order to make the most of life and minimise the need to struggle when times get tough.

Do We Really Understand What Talent Really Is?

Cindy McCauley and Michael Wakefield remind us that “today's businesses face increased global competition, shifting markets, and unforeseen events. No wonder they are finding it more difficult than ever to attract, develop, and retain the skilled workers they need. Human resources (HR) departments can set the stage for success by hiring and training capable employees. But developing those personnel into dynamic, motivated, long-term participants in the company's processes must be the responsibility of all management, from CEO to floor supervisor.”

 

Yet as many sports team’s know, success isn’t just about recruiting the most talented players – it’s about creating a team of people that have talent in specific positions – the positions you need for your sport; and recruiting the right talented people that can work together in a positive organisational culture to achieve your short and long-term strategic goals. So talent management isn’t just about talent – it’s about developing the right talent that can work effectively as a team.

 

McCauley and Wakefield highlight how “talent management, which incorporates the cooperation and communication of managers at all levels, has become an imperative in the face of today's business challenges. In addition, talent management processes must be more strategic, connected, and broad-based than ever before. Effective talent management becomes even more important with the forthcoming talent shortage as many experienced leaders approach retirement. Globally, fewer and fewer managers and professionals are ready to fill these leadership roles, and companies worldwide find themselves competing for a smaller pool of talent. Businesses must have the ability to identify the most talented individuals, provide them with the necessary training and experiences, and retain valuable employee’s long term.”

 

Developing talent and retaining talent requires the investment of a significant amount of quality time to have ‘people conversations’ in order to really understand the talent you have, and understand their aspirations and expectations within your organisation.

 

Talented people look for a lot more than just financial reward – these people have their own future expectations and ambitions and organisations ignore what drives these people at their peril. Retaining talent should not be difficult – but organisations often make it difficult because after they’ve found the talent and attracted it – they then ignore it for the most part, often until it is too late and they move on to greener pastures offering jobs that meet the expectations you simply didn’t become aware of.

 

According to a recent benchmarking study on talent management conducted by the American Productivity and Quality Center and the Center for Creative Leadership, organizations that excel in talent management follow eight best practices:

 

1) Defining ‘talent management’ broadly.

2) Integrating the various elements of talent management into a comprehensive system.

3) Focusing talent management on their most highly-valued talent.

4) Getting CEOs and senior executives committed to talent management work.

5) Building competency models to create a shared understanding of the skills and behaviours the organization needs and values in employees.

6) Monitoring talent system-wide to identify potential talent gaps.

7) Excelling at recruiting, identifying, and developing talent, as well as performance management and retention.

8) Regularly evaluating the results of their talent management system.

 

Talent management should link to some form of succession planning that is helping the organisation develop talent not just for the short-term but for the long-term as well. You’re more likely to retain staff in the long-term if you actually think long-term very early in their careers. This means have solid long-term business strategies, that may be no more than visions – but visions that help define potential future organisation structures and hence the opportunities for different talents within the business – and then matching the organisations dreams with those of your employees.

 

Every job is crucial in an organisation and hence every person within your organisation should have the talent you need for them to perform their jobs and grow themselves, their roles and in doing so, help grow the organisation. Some organisations have a two tier system where they have high-potentials with talent and ‘the rest’ – the danger with these kind of systems is that you can be giving the wrong message to the ‘b’ team and create demotivation and a two-tier culture, which does not build a cohesive team and will not give you optimal results.

 

McCauley and Wakefield remind us that “wise leaders do not leave strategy or the bottom line to mere chance. They also know they can't just hope everything somehow works out with the people in their company. By incorporating comprehensive talent management, an organization can assemble the right people it needs to manage and lead in the future.”

 

References:

 

McCauley, C. and Wakefield, M. (2006). Talent Management in the 21^st Century: Help your company find, develop and keep its strongest workers. Journal for Quality and Participation. Vol. 29, Issue 4, p.4-7.

What’s the Best Way to Keep Your Career Moving Forward?

With pay increases in line with the consumer price index being the exception rather than the rule in the first part of the 21st Century, many people, especially those starting out on their careers don’t seem to have given much thought to medium and long term career goals.

 

It seems to be more about getting a job with decent pay and trying to keep that job; ideally with a large corporate that ‘supposedly’ offers more job security, greater benefits and a ‘sniff’ at some form of career development and advancement.

 

There seems to be little correlation between career goals and career decisions; where career goals are considered more like ‘dreams’ and aren’t believed to be achievable unless one is ‘just lucky’ and either in the right place at the right time or happen to bump into 'someone’ that can help you achieve your ‘dream job’.

 

David Lax, who’s the editorial board member of ‘Negotiation’, advises you to begin by taking a broad approach to employment. “Most people err by focusing too much on salary and not enough on career satisfaction, says Lax. As a result, many people end up in stable, well-paying jobs that they don’t like very much.

 

Exploring alternative paths through research, career coaching, classes, or volunteer work can give you psychological bargaining power in negotiations involving your current job. Even finding out that you don’t want to walk away any time soon can help you recommit and reengage,” (p.1).

 

You’ll find many authors suggesting that to get noticed you offer to help more; to take on more and to show more empathy for your boss and their stresses. But this statement only works in a healthy organisational climate – there are plenty of managers out there that would love to have employees willing to take on more and show real empathy for their predicament, as they would then take full advantage of your charity and you would get nothing more in return – except the potential for disciplinary action when you start to realise you’re being used and pulling back on giving all the extra help.

 

It’s an extremely sad reflection on how cynical many managers have become – that extra effort does not equate to appreciation and career development opportunities.

 

Not everyone achieves their career ambitions and to be brutally honest it’s probably the exception rather than the rule. First you have to have a realistic expectation of your ‘dream’, which means you have to understand what the ‘dream’ is, what it entails, and what skills and experience you’ll need at a minimum to have a chance of success.

 

Second you need to do the research to understand whether your dream career path is something you have to ‘qualify’ in – i.e. have specific academic achievements, as required for most professions, for example – and whether it’s best to have these qualifications early in your career or whether it’s a career you can ‘train’ for much later in life.

 

Thirdly, and maybe most importantly, identify and develop ‘real’ relationships with key ‘stakeholders’ that can support your career. This doesn’t mean pestering some professor on linkedin; or becoming an annoying supporter of a business professional – it means spending time identifying who are the people that can help you achieve your dream and then building honest relationships with them, most likely over a lengthy period of time. These relationships cannot be ‘fair weather’ relationships where you only contact people when you want something and must be genuine if you want to optimise your future potential in a particular field.

 

Fourthly, you need to learn to be patient. As much as it’s the exception that people genuinely achieve their career goals, it is even more rare to achieve those goals within your desired time frame – where more often than not, you take two steps forwards, one step back, two steps forward again and so on; as you compete for your place in your chosen field.

 

Finally ‘going’ for your career dream will always have some form of risks associated with it – whether it’s short-term financial constraints; or a lengthy commitment to an education path with no guarantees at the end of the day; or having to move around organisations to get the experience you need – whatever the ‘journey’ it will have risks and you need to be honest with yourself and your family (if you have one), in respect of what will be involved and any ‘hardships’ that will have to be endured.

 

But if you are fully committed to a career dream and you have your feet firmly on the ground in respect of what’s going to be involved then the next bit is to just enjoy the journey – as “it’s better to have tried and failed; than never to have tried at all” – whatever happens you’ll have a story to tell and you will have lived your dream.