Don’t Be Too Helpful at Work

Agreeableness Can Go Too Far

Consider the case of Sherry, a discontented claims adjustor at an insurance firm. She is a star employee and an excellent team player. In a bid to be seen as obliging, Sherry always agrees to do everything she is asked to do by her supervisors and her colleagues. She ends up taking on a lot of extra work.

Sherry gets much praise for helping out as much as she can. However, she feels constantly overworked. This excessive dedication has left her with neither the time nor the energy for leisure or family. Her discontent materializes from the fact that her inability to say “no” is actually holding her back from some of her primary priorities.

Don't Be Too Helpful at Work

Too Much Congeniality Can Be Counterproductive

We live in an era in which self-interest is contemptible. People who aren’t generous and altruistic are branded as uncaring and greedy—even evil. At work, one mark of a high-performing employee is the ability to bring discretionary effort at work. This implies willingly dedicating energy and attention beyond the basic requirements of the role. Employees who are agreeable and helpful are much favored to those who are not so obliging.

Nonetheless, as a whole, there are dangers of being too helpful in a workplace. Employees like Sherry frequently find themselves overloaded with tasks that aren’t really part of their responsibility, tasks that are difficult to execute well, and tasks that that others don’t want to undertake because they are uninteresting or low-status in the organization. These supplementary tasks may stop obliging employees from doing their own work to the expected standard. Eventually, they get branded with humdrum work and may even be overlooked for higher-status work assignments or for promotion to senior roles.

If you’re one of those employees who is accommodating or strives to be seen as such, curtail your impulse to say “yes” to whatever people ask you to do. Don’t change abruptly from being a friendly, accommodating employee into an obstinate, unhelpful person.

Be judicious in undertaking extra work if it is only desirable in light of your priorities and the personal image you want to sustain. If the prospective task conflicts with your priorities, you are within your rights to say “no” (see my previous article on nice ways to do so.)

Idea for Impact: There is a Limit to the Results Being Nice Will Get You

While it is virtuous to think of others first at both work and home, devoting all of your time for others can stand in the way of caring for yourself. Your work-life balance can suffer.

Addressing your own needs first is not only incredibly beneficial for your well-being, but also vital to your ability to care for others. Be prudent. Stand up for yourself. Be mindful of your priorities. Be attentive to your own needs. Practice saying “no.” Learn to be assertive.

Eight Ways to Keep Your Star Employees Around

Eight Ways to Keep Your Star Employees Around

Every manager should make employee retention a priority and regularly inquire, “How many of my star employees would leave my organization if they could?”

Employee turnover can be expensive. Managers must find and hire replacements, invest in training the new employees, and wait for them to get to up to speed—all while suffering productivity shortfalls during the transition. The more talented an employee, the higher the cost of replacing him/her.

Here’s what you need to do to keep your star employees around.

  1. Identify them. Find key attributes that distinguish top performers from average performers. Then rank your team against these attributes and identify those employees who are critical to your organization’s short- and long-term success.
  2. Perform salary and compensation research within your industry and offer an attractive-enough benefits package. Beyond a particular point, compensation loses much of its motivating power. Consider flexible work arrangements.
  3. Understand what your star employees value and help them realize their values and regard their work as meaningful, purposeful, and important. Often, the risk of losing employees because their personal values don’t correspond with the team’s values is far greater than the risk of losing them because of compensation.
  4. Get regular feedback from your star employees. Ask, “What can I do as your manager to make our organization a great place for you to work?” Let them tell you what they need and what they like and don’t like about their jobs. Adjust their assignments and their work conditions accordingly.
  5. Invest in training and development. Give star employees opportunities to develop their skills and increase their engagement and job security. Hold frequent and formal career discussions to determine employees’ goals and aspirations and coach them.
  6. Give your star employees the autonomy, authority, and resources to use their skills and do their jobs in their own way.
  7. Keep them challenged and engaged. Make work more exciting. Set aggressive, but realizable goals. Move your star employees around into positions in the company where they will face new challenges and develop critical skills. Employees would like to be challenged, appreciated, trusted, and see a path for career advancement.
  8. Appreciate and give honest feedback regularly. Make timely and informal feedback a habit. Don’t disregard employee performance until the annual review. Help employees feel confident about your organization’s future. Earn their trust.

How to Prepare an Action Plan at a New Job [Two-Minute Mentor #6]

Winning at a new job by preparing a plan for action

Meet with all the people your new role interacts with—bosses, peers, suppliers, internal and external customers, and your employees.

Inquire what they expect to see you accomplish in five weeks, five months, and five years. Ask,

  • “What should we continue to do?”
  • “What should we change?”
  • “What should we do?”
  • “What shouldn’t we do?”
  • “What are the two or three levers that, if pulled correctly, can enable us to make the biggest impact?”

Synthesize their responses and prepare a one-page “plan for action.” Keep it as simple as possible for all your constituencies to understand and buy-in.

Communicate your proposals across your organization: “Here’s what I heard from you. Here’s what I think about it. Here’s our list of priorities and an action plan.”

For more guidelines on preparing an action plan, see my article on doing a job analysis; it’s part of my three-part (parts 1, 2, 3) series of articles on how to write a job description for your present position.

Five Principles of Career Success from Intel’s Andy Grove

Andy Grove of Intel, born András István Gróf in Hungary

Andy Grove (1936–2016,) the illustrious cofounder and CEO of Intel, passed away earlier this year. Grove was arguably the most influential tech executive the Silicon Valley has ever seen. He achieved fame and success in his adopted country and provides an outstanding modern-day immigrant success story.

Modern-Day Immigrant Success Story

Born András István Gróf to a middle-class Jewish family in Hungary, he survived the Nazi occupation by taking a false name, hiding with Christian families, and escaping the heartbreaking fate of half a million Hungarian Jewish people. After the war, when the Russians occupied Hungary and installed a repressive Communist government, Grove’s father was forced to take up menial work despite having been emaciated from torture at a Nazi labor camp.

During the brutal response to the anti-Soviet 1956 Hungarian Revolution following Stalin’s death, Grove’s family hid themselves in a coal cellar whilst Soviet artillery shells destroyed their neighborhood. Grove joined a flood of people who took advantage of the pandemonium to walk across the border into Austria. He fled to the United States in 1957, arrived in New York with less than $20 in his pocket, and settled in with relatives.

Andrew Grove with Intel Founders Gordon Moore, Robert Noyce As a child, Grove was afflicted with scarlet fever and an ear infection that left him nearly deaf. In spite of his hearing impairment and an inadequate knowledge of English, he studied chemical engineering at the City College of New York and graduated at the top of his class. Grove learned to lip read and then deciphered his notes after class. He recalled to The New York Times in 1960, “I had to go over each day’s work again at night with a dictionary at my side.” He then earned a Ph.D. in chemical engineering at Berkeley and joined Fairchild Semiconductor. When his managers Gordon Moore and Robert Noyce left Fairchild to start Intel, Grove went with them as director of engineering.

High Performance Management and Paranoia

'Only the Paranoid Survive' by Andrew S. Grove (ISBN 0385483821) Intel evolved swiftly. As President and later CEO, Grove brilliantly led Intel’s strategy and operations, established a near-monopoly on CPUs, and played a central role in the PC revolution. During this tenure as CEO from 1987–98, Intel’s stock price rose 32% a year. After relinquishing his role as Intel’s CEO in 1998 and as Chairman of the Board in 2005, he mentored prominent Silicon Valley entrepreneurs.

Grove was famous for his rigorous, no-nonsense, confrontational, non-hierarchical management style; his approach still dominates the Silicon Valley culture. He zealously demanded high performance. In 2004, the Wharton School him the most influential business leader of the past quarter-century, over Microsoft’s Bill Gates, General Electric’s Jack Welch, and Walmart’s Sam Walton.

Grove was a conspicuous voice for reason in the immigration, offshoring, and jobs-creation debates. He was also a prolific author and public speaker. His autobiography Swimming Across (2001) recounts the first 20 years of his life—from childhood in Hungary up until his move to California. His other autobiography, Only the Paranoid Survive (1996,) describes how companies should deal with emergent competitors, transform themselves, and perhaps change the nature of the industry itself. Forbes magazine calls it “probably the best book on business written by a business person since Alfred Sloan’s My Years with General Motors.” High Output Management (1995) explained how to maximize productivity and has become a cult classic in Silicon Valley. One on One with Andy Grove (1988) compiles his “Dear Abby”-style newspaper Q&A column on work- and career-advice.

Five Principles of Career Success

'One-on-One With Andy Grove' by Andy Grove (ISBN 0140109358) Wrapping up One on One, Grove summarized his advice on career, management, and leadership with five suggestions:

  • FIRST—and this is very important—enjoy your work. It’s impossible to like all of it. Sometimes you’ll chafe under its unrelenting nature, other times you’ll be bored, but overall you must enjoy it. I am convinced that most people will like their work if they can see that what they do makes a difference and if they approach their work with a bit of zest, maybe even playfulness. Doing so introduces a bit of levity when it’s most needed and leads to camaraderie.
  • SECOND, be totally dedicated to the substance of your work, to the end result, the output; not how you got to it or whose idea it was or whether you look good or not.
  • THIRD, respect the work of all those who respect their own work, from vice presidents to sales clerks, from maintenance technicians to security officers. Nobody is unimportant: It takes all levels and all jobs to run a functioning organization.
  • FOURTH, be straight with everyone. I hate it when people are not honest with me, and I would hate myself if I weren’t straight with them. This isn’t an easy principle to stick to. There are always many reasons (better to call them excuses) to compromise a little here or there. We may reason that people are not ready to hear the truth or the bad news, that the time isn’t right, or whatever. Giving in to those tempting rationalizations usually leads to conduct that can be ethically wrong and will backfire every time.
  • And, ALWAYS, when stumped, stop and think your way through to your own answers!

How to Promote Employees

How to Promote Employees

Job Promotions Can Be Stressful

A job promotion is generally cause for celebration and gratification. However, it can be a source of deep anxiety for many employees: they tend to suffer additional mental strain and are less likely to find time to go to the doctor. Research at the University of Warwick found that “the mental health of managers typically deteriorates after a job promotion, and in a way that goes beyond merely a short-term change.”

Promote Employees Who’ve Shown Some Evidence of Success

Before you decide to promote an employee, ask yourself the following six questions about the candidate. The more affirmative answers to these questions, the better the chances for the promotion to succeed. Examine and resolve any “no” answers before considering the employee for other job transitions.

  • Is the candidate performing her current duties well enough to justify a promotion?
  • Can she hand over her current responsibilities to a new person?
  • Does she possess a sound understanding of the fundamentals of a business and have the requisite operating experience?
  • Is she keen to take on a new job? Is she familiar with the responsibilities and priorities of the new job? Is she willing to make decisions and be accountable for results?
  • Is she qualified and experienced enough to do at least part of the new job? Is she adequately trained or ready to be trained in the new job’s requirements?
  • Are her interpersonal skills adequate to work with employees, customers, suppliers, peers, and bosses in the new job?

Idea for Impact: If employees are not entirely prepared for new assignments, you are unintentionally setting them up for stressful transitions, bitterness, or eventual failure. Beware of the perils of promoting people too quickly.

How to Get Good Advice and Use It Effectively [What I’ve Been Reading]

How to Get Good Advice and Use It Effectively

Learning How to Take Advice Is Critical

To be effective in your job and personal life, you must be willing to identify your blind spots and recognize when and how to ask for advice. You must seek and implement useful insights from the right people and overcome any immediate defensiveness about your attitudes and behaviors.

Proverbs 15:22 suggests, “Plans fail for lack of counsel, but with many advisers they succeed.” Effective advisers can bridge the gap between your vision of what you want to achieve and implementation of that vision.

'Taking Advice' by Dan Ciampa (ISBN 1591396689) There is extensive literature which offers guidance on giving advice (I particularly recommend Gerald M. Weinberg’s The Secrets of Consulting) and being an effective mentor. However, few resources address the equally important topic of using advisers wisely—particularly about when to solicit advice, how to seek trusted advisers, and how to best act upon their advice. Dan Ciampa’s excellent book Taking Advice fills this void.

“How Leaders Get Good Counsel and Use It Wisely”

Drawing from his vast experience as a leadership consultant, Ciampa provides a comprehensive framework for getting and using advice in Taking Advice. He identifies four elements of work and life where you’ll need advice:

  • strategic aspects
  • operational aspects
  • political aspects
  • personal aspects

Taking Advice’s most instructive element is the framework it provides for thinking through the kind of advice network you may need. Ciampa suggests that you deliberately build a “balanced advice network” which includes a mix of advisers from whom to seek the most effective advice. He identifies four types of advisers and details their specific roles and purposes:

  • the subject-matter experts who can offer you deep specialized/circumstantial knowledge
  • the experienced advisers who’ve previously faced similar circumstances or have been in similar positions
  • the partners who could engage in working relationships and operate up close or hash out ideas in greater detail for a longer duration
  • the sounding boards who proffer a ‘safe harbor’ where you can freely express your mind, discuss your insecurities, seek advice on personal challenges—all while feeling assured that they’ll honor confidentiality and ensure that your discussions remain private.

Providing practical examples, Ciampa describes three considerations for selecting the right advisers and forming strong relationships with them:

  • content: the adviser must possess the kind of expertise you’re looking for
  • competence: the adviser must have direct experience in your context
  • chemistry: the adviser must be compatible or sympathetic with the style and substance of your goals, targets, and mindsets

To derive the most help from advisers, Ciampa recommends techniques for productive advise-seeking:

  • Listen, understand, and accept feedback without becoming defensive
  • Seek advice as quickly as possible when facing challenges
  • Anticipate roadblocks and involve advisers in planning for contingencies
  • Avoid “yes-men” for advisers; do not bar opinions which may clash with or defy your own

Idea for Impact: Become a Good Advice-Seeker

Ciampa draws heavily from his leadership consulting experience and provides case studies of a few large companies’ senior leaders who, by virtue of their position, often feel insulated and isolated at the top. Nevertheless, his examples will benefit anyone seeking advice.

Recommendation: Read. Taking Advice offers important insights into a seemingly obvious dimension of leadership success, but one that’s often neglected, poorly understood, or taken for granted.

The comprehensive and practical framework discussed in Taking Advice will help you find the right kind of help from within and beyond your organization, get the most from your advisers, and deal effectively with emergent situations in your life and at work.

Don’t Assume Conversations with Human Resources Will Remain Confidential

Do Not Assume Conversations with Human Resources Will Remain Confidential

Human Resources (HR) can be a great resource to help you secure a promotion, be a better manager, and even deal with an employee grievance/claim.

However, if you’re having a serious problem with a manager or a colleague, don’t pour your heart out to your HR person and ask that no action be taken. You cannot count on the confidentiality of your discussions. While your HR person intends to help you, he also has an obligation as well to helping your manager and your colleague deal with you.

Similarly, do not discuss any career-transition plans (switching to another job within your company, resigning, job hunting, or retiring) with HR. HR is obligated to keep your manager informed about any prospective issue concerning staffing or anything that might affect organizational goals.

Human Resources and Confidentiality

HR has no lawful obligation to maintain confidentiality in anything you discuss. You may expect your HR person to remain confidential to the greatest possible extent. However, remember that the HR person’s primary loyalties and responsibilities concern the organization’s business needs. He is duty-bound to investigate employee complaints and involve other levels of management, especially in case of possible discrimination or harassment concerns.

Expect your HR person to pass on any information that’s in the organization’s best interest, even after promising confidentiality. HR should never mislead employees about the level of confidentiality they can expect. Such HR people aren’t behaving ethically and, over time, tend to lose employees’ and managers’ trust.

Go to HR for guidance on solving people problems or for help with organizational policies and procedures. See a reliable friend or a trusted peer to confide problems and challenges. Do not share anything with HR that you wouldn’t share with your manager.

Idea for Impact: HR is obligated to act on serious issues they learn about, whether or not you want them to. Therefore, never assume that conversations with HR will remain wholly confidential. Be discriminating in what you disclose to HR.

What’s Behind Your Desire to Job-Hunt and Jump Ship

What's Behind Your Desire to Job-Hunt and Jump Ship

The primary motivations for seeking a new job are a more enjoyable job, better compensation, and opportunities for career progression. Talent management firm Caliper’s analysis of exit interviews from 180 companies confirmed that the principal reason employees quit their jobs is a lack of personal fulfillment and the feeling of not being well matched to their jobs. 40% of exit interviews complained about poor advancement potential, insufficient recognition, and not being challenged on the job. Just 26% mentioned wages and 11% mentioned workplace conflict.

Examine Your Motivations Before Job-Hunting

Many people who jump ship in frustration run into the same problems that were an obstacle with their previous employers. So, if you’re considering a change and seeking a new job because you’re not moving forward at your current job, first get honest feedback about how you’re perceived by your managers: what do they think your strengths are, where you need to develop, and what’s holding you back? Without such feedback on your career challenges, you may run into the same problems at your new employer.

You’ll find it easier to tackle career progression frustrations at your current employer in a familiar environment rather than at a new company where you’ll be under pressure to learn the ropes, form new relationships, produce results quickly, and work with superiors who may be less forgiving. Indeed, many people who change jobs fail or flame out at their new employers and don’t meet their job-change objectives after two years. Their premature departures and undue job-hopping reflects negatively on their career progress.

When You Must Seek a New Job

By all means, explore the job market in pursuit of career advancement if,

  • you’ve been passed over many times and haven’t been told how you need to develop to move ahead, or
  • you’ve been locked into your current job because of a long-tenured manager and can’t find another position within the same employer.

Be discreet about whom you tell that you’re looking for another job. When you find a new job, inform your boss immediately, give as much notice as required, and offer to help transition your duties to a replacement. Don’t use your new job offer to try to negotiate a counteroffer from your employer.

How to Make Wise People Decisions

How to Make Wise People Decisions

Here are eight basic management principles for making wise people decisions:

  1. Pay attention to your people decisions. These are the decisions that determine your team/organization’s performance. Hiring and coaching employees is a manager’s most important task.
  2. For any assignment, pick people who’ve shown at least some evidence of the ability to do it well. Don’t expect them to be productive in their new role within days or weeks.
  3. Do not give new people major assignments. First, put them into positions where expectations are known and help is available. Help them make the transition.
  4. Set the right expectations. A manager can forestall a great deal of employee problems by proactively setting expectations.
  5. Don’t ignore concerns until they morph into problems. Conflict can be emotionally distressing, but being decisive and doing what’s best eventually works out well for everyone.
  6. If an employee is doing poorly, first attempt remediation and coaching. If those don’t solve his/her underperformance, it’s usually prudent to cut your losses. Giving the employee more time to improve not only wastes time and energy, but increases the mutual hostility and chances of a claim of wrongful termination.
  7. Take responsibility for mistakes. Don’t blame the person you hire or promote for not performing. Your decision put them there.
  8. Take your managerial duties seriously. It’s your obligation to make sure that responsible people in your organization perform. In turn, they have a right to expect you to be a competent manager.

These Celebrities and Hollywood Actors Didn’t Just Wait Around for Dream Jobs to Turn up

“He who lives uprightly and experiences true difficulty and disappointment and is nonetheless undefeated by it is worth more than someone who prospers and knows nothing but relative good fortune.”
Vincent van Gogh

Stories of superstars who struggled in their early careers are very inspiring

Some superstars had it made. They came from privileged backgrounds and had spectacular starts to their careers. They were lucky enough to attend the best schools, get the right pedigree, make the right connections, get an early break, or join the fast track to the top.

Other superstars were not so lucky in their early careers. Most of these men and women—particularly the archetypical self-made person—came from humble backgrounds and struggled to establish themselves. They found productive jobs to eke out a living, all the while never losing sight of their ambitions. They took every opportunity to learn and prove themselves. They worked hard to get a foot in the door, toiled in the trenches, learned everything about their trades, and painstakingly built their spectacular careers from the ground up. In sum, they didn’t just while their time away waiting for their desired jobs and dream gigs to show up.

Jack Nicholson, Robin Williams, Brad Pitt

Jack Nicholson, Robin Williams, Brad Pitt---Hollywood actors with humble early careers who didn't just wait around for dream jobs to turn up

Consider three Hollywood superstars who struggled during their early careers and worked modest jobs to earn their living but never abandoned their ambitions.

  • Hollywood legend Jack Nicholson (b. 1937) ran errands and worked as a messenger at Hollywood’s MGM animation studios before being “discovered.” He had moved from New Jersey to pursue his dream of becoming an actor and lived with his wannabe-actress mother (whom he thought was his sister until he was 36, a full ten years after her death.)
  • Comedian and Hollywood actor Robin Williams (1951–2014) gained precious experience in his twenties working as a mime artist in front of New York’s Museum of Modern Art while trying to find acting gigs. As a child, Williams hardly fit the stereotype of someone who would later pursue comedy. Born to a successful Ford executive, Williams grew up a shy, lonely child playing by himself in an empty room of his family’s mansion. He overcame his shyness only after taking drama classes in high school.
  • Celebrated actor and producer Brad Pitt (b. 1963) worked a variety of odd jobs while struggling to establish himself in Hollywood. To pursue his passion for the big screen, he moved to Los Angeles from Missouri two weeks before he was about to earn his degree in Journalism. He took acting lessons and made contacts. Within months, Pitt got uncredited roles in three films. For the next seven years, he gained increasing recognition in supporting roles on television and in films before securing leading roles that catapulted him to worldwide fame.

Examine the purpose of these examples viz. to emphasize that successful people find something productive to do while improving themselves and waiting for their big break. Take note of a crucial nuance: we are not discussing humble part-time or casual summer jobs that later-superstars held in their youth—e.g., Pope Francis worked as a bouncer in Buenos Aires, German Chancellor Angela Merkel as a barmaid in Leipzig, Bill Gates as a page in the United States Congress, Warren Buffett as a newspaper delivery boy in Washington, D.C.

Albert Einstein, Soichiro Honda, Stephen King

Albert Einstein, Soichiro Honda, Stephen King---Celebrities with humble early careers who didn't just wait around for dream jobs to turn up

Other disciplines also present plenty of superstars who pursued their ambitions while holding humble first-jobs.

  • Physicist and philosopher Albert Einstein (1879–1955) spent two frustrating post-college years searching for a teaching job before becoming a clerk at the Swiss Patent Office in Bern. In between examining patent applications and during his spare time, he worked on physics problems. In his third year at the job, he wrote four groundbreaking papers that transformed physics.
  • When Japanese engineer and industrialist Soichiro Honda (1906–1991) moved to Tokyo at age 15 to find work as an auto mechanic, a repair shop owner hired him as a nanny to his infant. With a child in tow, Honda often meandered about the garage, observing and learning from the mechanics. When the child was asleep, Honda tinkered with engines and started giving suggestions to the mechanics. He strengthened his passion for automotive engines just as the nascent industrial base of Japan was finding a new enthusiasm for machines.
  • 'Carrie' by Stephen King (ISBN 0307743667) Best-selling author Stephen King (b. 1947) struggled for years after graduating from college. He and his writer-wife grappled financially and lived in a trailer home. He worked hard at building a career as a writer and developed ideas for many novels. King sold short stories to men’s magazines and worked small jobs to make a living. When working as a janitor in a school locker room, he was inspired to write a novel titled “Carrie”. Set in a girls’ locker room, Carrie features a schoolgirl who exercises her newly-discovered telekinetic powers to exact revenge on her bullies. Carrie turned into King’s first published novel and lent him his big break.

Idea for Impact: Self-disciplined people don’t wait for the right answer or the golden path to present themselves. They understand that the best way to get unstuck is to start somewhere, focus on action, keep themselves productive, amend their course if necessary, and do all this without losing sight of their goals and ambitions.

A note of caution: Stories of superstars’ successes are but cherry-picked examples

“Welcome to Hollywood. What’s your dream?
Everybody comes here. This is Hollywood, the land of dreams.
Some dreams come true, some don’t. But keep on dreamin’.
This is Hollywood. Always time to dream, so keep on dreamin’.”
— From “Pretty Woman” (1990)

More than we possibly realize, so much of life’s success in life has to do with luck (or fate or destiny.) As I’ve written previously, success is often more about being at the right place, at the right time, and with the right person than about possessing the right skills and working hard.

The above are merely examples of a few lucky superstars who made it big in Hollywood or in their chosen disciplines and followed their passions as careers.

For every Stephen Hawking or J. K. Rowling, there are thousands of wannabe writers whose creative writing doesn’t even pay enough to buy the notebooks they use.

For every Jack Nicholson, Robin Williams, or Brad Pitt, there are countless Hollywood wannabes struggling in the “Land of a Million Dreams.” What’s more, among actors who manage to find work, an even smaller fraction of them actually make a living doing it. Part-timers are paid so little that they must work at stores, restaurants, or bars at night and on weekends. The cost of living in Southern California has hit the roof; even professionally-done headshots cost hundreds of dollars. The celebrity impersonators and street performers on Hollywood’s Walk of Fame have even started aggressively pestering tourists and photographers for bigger tips.

Celebrity impersonators and street artists on Hollywood's Walk of Fame pestering tourists for bigger tips

In the la-la land of Los Angeles, chances are that any random person you meet is an aspiring actor, model, designer, musician, songwriter, screenplay writer, director, stunt-double, makeup artist, or is trying to get some gig in the entertainment industry. Each aspirant is taking classes, trying to make contacts, looking for auditions, hoping to land jobs, wishing to be “discovered” by an actor or noticed by a talent agent at a restaurant, club, or elsewhere.

Competition is brutal and the market for fame is saturated

In Hollywood, anything is possible and yes, “some dreams come true.” However, in reality, there’s an infinitesimal chance that any aspirant will ever get a break. Even still, thousands of hopefuls flock to Hollywood every year (and thousands of rejects move out.) After endless auditions, rejections, or false starts, they wake up to the harsh realities of competition and get jobs that are more gratifying than chasing a near-impossible dream.

“He that lives upon hope will die fasting.”
Benjamin Franklin

If you have a passion for something that will not pay adequately, pursue it on the side. Here’s some sage advice from my mentor Marty Nemko:

Do what you love, but don’t expect to get paid for it. Want to be on stage? Act in community theater. Want to be an artist? Convince a restaurant to let you decorate its walls with your creations. To make money, pick a field that pays decently and has few liabilities. Chances are, that will lead to more career contentment than pursuing a long-shot dream as your career. Treating a long-shot dream as an avocation gives you most of its pleasure without forcing you to endure a life of poverty.