Right Attitudes

Ideas for Impact

Career Development

What’s Next When You Get Snubbed for a Promotion

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What's the Plan After Being Overlooked for a Promotion? Feeling passed over for a promotion hits hard, but how you handle it makes all the difference.

Sure, you might want to unleash some frustration on your boss or resort to sticking pins in a voodoo doll resembling them.

Set a Clear Path to Reach Your Career Goals

Take a breather and allow yourself to recover from the setback, but don’t let self-pity take control. It’s normal to experience moments of low spirits, but ensure it doesn’t evolve into an ongoing cycle of self-pity.

Circle back to your boss and ask straight up, “What do I need to do for that next promotion?” Keep it simple. Collaborate on a plan. If you’re lucky, you’ll both be on the same page, paving the way for future success.

Your boss might promise to make things right, but don’t get your hopes up. Companies, especially HR, have a reputation for dropping the ball.

Get Advice from a Supportive Mentor

A supportive mentor brings valuable perspective, insight, and guidance to help navigate the situation constructively. They might suggest that perhaps you weren’t quite ready for that promotion, or maybe you pushed too hard or inadvertently rubbed someone the wrong way.

Alternatively, it could be that the right people simply haven’t noticed you yet. Building key relationships is crucial for climbing the career ladder, so investing time in nurturing those connections is essential advice your mentor might offer.

If you’re feeling stuck, it might be time to explore other options, especially if your current job isn’t aligning with your long-term career goals. But remember, jumping ship isn’t always the quick fix. Dealing with promotion issues or performance setbacks in a familiar environment can be easier than starting anew, where you have to prove yourself from scratch and navigate new dynamics.

Idea for Impact: Own Your Path to Promotion

There’s a big difference between not getting what you want and not getting what you’ve earned. When you’re aiming for something but haven’t secured it yet, it’s up to you to figure out the steps needed to make it happen.

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The Problem with Hiring Ex-Entrepreneurs

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The Problem with Hiring Ex-Entrepreneurs Former entrepreneurs often switch to corporate gigs, aiming for a better work-life balance and a touch of structure. While their creative mojo can jazz up your team, there’s a flip side: culture clashes. Entrepreneurs are used to doing things their way; so the corporate world, with its hierarchy and risk aversion, might feel like a straightjacket to them.

Expecting them to play by the ‘rules’? That’s where they’ll hit a snag. Their knack for juggling multiple roles clashes with the corporate call for slowing down and delegating—it’s a bit like expecting a cat to bark. Navigating the corporate landscape, with its politics, large teams, and strategy alignment, can be a real puzzle.

Moreover, there’s the risk that these ex-entrepreneurs might decide to pack their bags and return to startups or solo ventures if the corporate environment cramps their style too much.

Idea for Impact: If you’re considering hiring an ex-entrepreneur, watch for clashes. Set expectations and use their strengths without stepping on corporate toes.

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From Passion to Pragmatism: An Acceptable, Good Career

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From Passion to Pragmatism: An Acceptable, Good Career Career contentment doesn’t always require turning passion into a full-time job. (Dream careers often bring fierce competition and potential low pay or high stress.)

Many fulfilled professionals find contentment in roles they may not love entirely, but they value meaningful work, recognition, fair compensation, and a pleasant environment. Some discover situational passion within their work by aligning job tasks with their interests and strengths. For example, a passion for graphic design when in a manufacturing role can lead to creating visually appealing digital metrics.

Idea for Impact: Opting for a acceptable, tolerable even, content-filled career allows you to pursue passions as hobbies while ensuring financial security and professional contentment.

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The Never-Ending Office vs. Remote Work Debate

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The Never-Ending Office vs. Remote Work Debate Don’t we love talking about it endlessly! The debate on the balance between office and remote work days continues, with a possible shift from the current two or three office days to four days in the office and one day working from home.

Remote work was vital for business continuity during the pandemic, but it has limitations. In-office work fosters collaboration, innovation, and spontaneous interactions that nurture a unified company culture. It also delineates work-life boundaries, improving well-being, focus, and discipline.

The question of whether more office time boosts productivity lingers. In a cohesive company culture, flexibility in office days is crucial, tailored to the unique needs of employees, culture, and clients. Rather than strict rules, workplaces need to focus on building team chemistry and accommodating diverse work styles, enhancing collaboration and talent optimization for productivity.

Idea for Impact: The office itself doesn’t possess magical productivity powers; it’s the quality of focused, distraction-free time that drives productivity.

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Your time is far from being wasted!

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You’re not just idly passing the hours. Absolutely not!

Every single moment that has brought you to this point has been a skilled artist, shaping and refining you into the extraordinary individual you are today.

Think of it as a magnificent preparation, a strong base upon which the most incredible experiences will soon unfold.

These moments are like booming speakers turned up to the max, magnifying the brilliance that awaits you.

Don’t worry, because all time spent, even in moments of rest and recovery, is not a futile pursuit. On the contrary, it is an absolute necessity, a secret ingredient that adds flavor to the delightful feast that lies ahead. Embrace the journey.

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Emotional Intelligence Is Overrated: The Problem With Measuring Concepts Such as Emotion and Intelligence

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In the contemporary landscape, relying solely on cognitive intelligence tests to evaluate the managerial potential of MBA students is increasingly considered inadequate. It has become fashionable for successful managers to need emotional intelligence to thrive in their roles.

Within human resources, there is a growing trend to define an individual’s ability to understand emotional expressions as a form of “intelligence,” measuring it through an emotional quotient (EQ) and considering it a personality trait. However, it is worth noting that people often find it refreshing to shed the façade they present in public and freely express their genuine thoughts, emotions, and actions in informal “off-the-record” situations rather than conforming to formalities during official meetings.

While some proponents argue that EQ encompasses all dimensions of managerial success that IQ fails to measure, this widely accepted viewpoint lacks credible scientific evidence. Unlike IQ, a clearly defined measure of cognitive abilities, there is no agreed-upon definition of emotional intelligence, and various EQ tests produce vastly different results. Moreover, societal biases and cultural upbringing can significantly influence EQ scores. Indeed, the claim that EQ is twice as vital as IQ is an entirely baseless and unproven assertion.

Emotional intelligence is an intricate and dynamic concept encompassing a broad spectrum of emotional competencies, social skills, and self-awareness. Attempting to simplify it into a single score may not adequately capture its subtleties and complexities.

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Wide Minds, Bright Ideas: Book Summary of ‘Range: Why Generalists Triumph’ by David Epstein

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'Range' by David Epstein (ISBN 0735214506) Range: Why Generalists Triumph in a Specialized World (2019) by science journalist David Epstein challenges the notion that specializing in a narrow field from a young age is the best way to achieve success.

Epstein argues that groundbreaking ideas don’t typically originate from a single individual or function but rather at the point where different skills (or people) intersect. He suggests that individuals with a broad range of interests and skills, or what he refers to as “generalists,” are better suited to tackle complex, poorly defined problems than those who specialize early and narrowly. These generalists not only possess the skills to solve complex problems but are also more comfortable with volatility and unpredictability and can construct compelling narratives of the future.

Epstein presents subjective evidence from various fields, including sports, music, and science, to illustrate how people with diverse interests and experiences tend to have more creativity, flexibility, and adaptability in problem-solving.

Generalists vs. Specialists: The Battle for Expertise Recommendation: Quick read Range. Epstein’s anecdotes often present a universal view in favor of generalists. Without adequate empirical evidence to support his claims, his hypothesis favors, at a minimum, sampling a variety of interesting fields before committing to a particular specialization.

The most coveted jobs today are in complex and unpredictable fields, requiring employees to have broad and flexible knowledge. Moreover, in a world where people are inundated with information but crave wisdom, there’s a pressing need for synthesizers who can gather the right information, think critically, and make informed decisions.

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The #1 Tip for New Managers to Succeed

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New managers are under pressure. Most managers are underprepared for the transition into new roles—and undersupported during them. In fact, the revolving door is turning more swiftly as companies are seeking quick results. New managers must immediately tackle challenges and demonstrate their competencies instead of having a grace period to find their footing and mull changes.

When taking on a new management position, adaptability to the unique culture and ways of doing things is the key to success. You must quickly throw yourself into the work and learn who’s who, who does what, and how your company operates.

Idea for Impact: Balance the pressure to show results quickly, understanding what significant changes are needed. First, talk to your constituencies (internal and external customers, competitors, leaders, employees) and lay out a road plan for the next three months, one year, and three years. Manage expectations and don’t overcommit.

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New Job Anxiety is Normal

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When you step into a new position, you’ll feel you’ve bitten off more than you can chew. Many responsibilities of the job will be out of your comfort zone. Feeling confident in performing your duties may take several months. You’ll sense you have more work than ever, which will be overwhelming. Feeling like an impostor and regretting leaving your former position is natural.

Sure, the brutal reality is that new hires have less time than ever to prove their worth, and you’ll be expected to show results almost from day one. Be patient with yourself and transparent with others while you’re still finding your feet. You’ll go through four stages of progression in a new role:

  1. Unconscious Incompetence: You won’t know what you don’t know, and you’ll feel functionally useless
  2. Conscious Incompetence: You’ll know what you don’t know and what you’ll learn
  3. Conscious Competence: You’ll know your job but have to work hard at doing it correctly
  4. Unconscious Competence: You’ll know your job and can do it on autopilot.

Changing any job, even within a company, is a slow process. Keep a low profile, spend most of your time listening, building a network, cultivating essential relationships, and strategizing your case for change. Work out who within the company is respected and who knows what they’re talking about as quickly as you can—they’re the ones you’ll learn from. Identify where you fall short and who can fill the gaps.

Idea for Impact: Don’t try to do everything right away. As you develop a roadmap for your organization, focus on building the connections to help you thrive. Understanding who must be won over to your point of view is vital for managing the change process.

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  5. What’s Next When You Get Snubbed for a Promotion

What to Do When Your Boss Steals Your Best Ideas

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Be thankful that your boss is stealing your ideas or getting credit for your work because the best way to make your boss love you is to make her look good.

It’s surprising how well this ensures a steady and trusting working relationship. So suck it up, buttercup!

Your boss’s opinion counts more than anyone else’s in your career trajectory. So the last thing you want is to put yourself in an adverse situation with your boss.

Credit for ideas is way overrated, anyway. The core of your job isn’t to sit in a cubicle and think up ideas. It’s carrying out those ideas—that’s what you’ll list on your resume—projects done, money saved, marketing campaigns led–not your bright ideas.

Don’t go over your boss’s head and protest. Your boss’s boss doesn’t pay attention to who stole whose ideas. If your boss is mean and nasty, your boss’s boss will eventually figure it out without your help.

Idea for Impact: Is it that awful that your boss takes credit for your ideas? Think of it as unselfishly donating some ideas in exchange for a good relationship with your boss.

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