Right Attitudes

Ideas for Impact

Career Development

How You Can Make the Most of the Great Resignation

By Leave a Comment

The imminent return-to-work stage of the pandemic will spark yet another surge in people reexamining what their careers look like and reprioritizing their work values. My suggestion: Only quit if you have a better work- and life-choice; don’t resign out of empowerment. It’s better to be going toward something instead of going away from something.

Now, then, if you choose not to join the trend, you’ll have to cope with the void left by your coworkers and confront the extra demands. But this situation is a great chance for you to endure the tumult and even flourish. Here’s how.

If you’re swamped with the demands of your job, do a scope creep audit. Examine your original responsibilities and how you’ve picked up more work during the pandemic. Then meet with your boss and politely address the problem you’re facing, “Here’s what I was doing, and here’s how I’ve been allotting my time now. How could we reprioritize? What could we drop or delegate? What additional resources can you give me?” If you think you deserve a salary increase or better conditions, leverage your added value and ask for it. Give your manager a chance to address your issues. Don’t over-negotiate; it’s seldom worth the ill feelings.

Idea for Impact: The Great Resignation is an excellent time to stay at your job and make the most of the void. Recast yourself as an asset to your company amidst this apparent upheaval. With the buoyant jobs market and a heavier workload for those left behind, you may never be in a better negotiating position.

Wondering what to read next?

  1. The #1 Cost of Overwork is Personal Relationships
  2. What’s Next When You Get Snubbed for a Promotion
  3. Five Questions to Spark Your Career Move
  4. Transient by Choice: Why Gen Z Is Renting More
  5. Before Jumping Ship, Consider This

Fear of Feedback: Won’t Give, Don’t Ask

By Leave a Comment

Most bosses are uncomfortable about evaluating their subordinates. The prospect of delivering bad news makes them uneasy. They fear that employees will react to even the mildest criticism with anger, stalling, or tears. They don’t know what to say. As a result, they often do everything they can to avoid saying anything at all.

Most employees, for their sake, are fearful of uncovering what their bosses really think of them. They don’t want to know how they’re doing because they are afraid they aren’t doing very well. So they don’t ask. They wait to be told.

Idea for Impact: Giving and getting feedback may be difficult, but it won’t get any easier if you wait.

Wondering what to read next?

  1. Giving Feedback and Depersonalizing It: Summary of Kim Scott’s ‘Radical Candor’
  2. Never Criticize Little, Trivial Faults
  3. Invite Employees to Contribute Their Wildest Ideas
  4. Eight Ways to Keep Your Star Employees Around
  5. Fire Fast—It’s Heartless to Hang on to Bad Employees

An Underappreciated Way to Improve Team Dynamic

By Leave a Comment

Reverse mentoring (the youngest and brightest teaching the oldest and experienced) has obvious symbiotic benefits for the mentor and mentee. The approach can also stimulate compelling results for the core organization and help mobilize nontraditional teams.

Reverse mentoring flips the hierarchy. It helps senior employees avoid the “ivory tower syndrome,” which happens when they become so out of touch that they can no longer relate to the juniors’ day-to-day struggles. The fresh perspectives on how the young think and work can benefit their more established colleagues.

Reverse mentoring builds up the junior employees’ sense of belonging. When included in the decision-making process, they’re comfortable expressing their views.

Wondering what to read next?

  1. You Need a Personal Cheerleader
  2. Don’t Underestimate Others’ Willingness to Help
  3. Reverse Mentoring: How a Younger Advisor Can Propel You Forward
  4. A Guide to Your First Management Role // Book Summary of Julie Zhuo’s ‘The Making of a Manager’
  5. Don’t Lead a Dysfunctional Team

Invite Employees to Contribute Their Wildest Ideas

By Leave a Comment

When Hewlett-Packard (HP) Norway appointed Anita Krohn Traaseth managing director in 2012, she implemented a “speed date the boss” program. She invited every employee from every organization level for an informal, five-minute conversation based on three themes. She encouraged people to bring their big ideas on innovating individually and collectively.

  • Who are you, and what do you do at HP?
  • Where do you think we should change, and what should we keep focusing on?
  • What do you want to contribute beyond fulfilling your job responsibilities? Or, do you have a talent or skill you don’t get to use now in your position?

Everyone’s an Innovator: Ramp up creativity with your frontline employees

Krohn Traaseth’s initiative defined the roadmap for her tenure. It pushed HP to become one of Norway’s top workplaces within three years. HP Norway improved every major organizational performance measure, such as staff turnover, customer satisfaction, top-line growth, and bottom-line performance.

Not only that, her discussions uncovered that there were 30 skilled musicians on her payroll. HP Norway formed a band, which played live to 1,800 company executives in Barcelona in 2013, gaining better visibility to her Norwegian outpost.

Following Krohn Traaseth’s success, other HP divisions and employers have now introduced the concept of ‘Speed Date the Boss’ initiatives in other countries.

Idea for Impact: Value the frontline people in your organization as talented assets, not cheap cogs.

Krohn Traaseth’s program was so successful because, as the top boss, she showed that she was willing to listen. She also openly modeled her willingness to listen to her management teams and foster their engagement.

  • When employees see the boss willing to receive honest feedback and no one’s head rolls, they’re more likely to speak up.
  • Soliciting ideas directly from employees individually, rather than holding brainstorms, takes the edge off group dynamics. Group settings aren’t where all employees feel free to share their best–and bold—ideas.
  • Rank-and-file employees can be a great source of innovation if only their leaders listen to them. Organizational innovation doesn’t have to trickle top-down or emanate from the R&D team. The best way to produce great ideas is to start by generating many ideas. Encourage everyone on your team to think, contribute, and participate.

————

'Good Enough for the Bastards' by Anita Krohn Traaseth (ISBN B00MVXFK4K) PS: Anita Krohn Traaseth is now the CEO of Innovation Norway, a state-sponsored project focused on promoting innovation and economic development. She’s the author of Good Enough for the Bastards (2014,) a Norwegian version of Sheryl Sandberg‘s Lean In: Women, Work, and the Will to Lead (2013.)

Cf: See my guide on preparing an action plan at a new job by collecting the expectations of all the people with whom your new role interacts.

Wondering what to read next?

  1. Fear of Feedback: Won’t Give, Don’t Ask
  2. Eight Ways to Keep Your Star Employees Around
  3. Never Criticize Little, Trivial Faults
  4. Heartfelt Leadership at United Airlines and a Journey Through Adversity: Summary of Oscar Munoz’s Memoir, ‘Turnaround Time’
  5. Management by Walking Around the Frontlines [Lessons from ‘The HP Way’]

Even the Best Need a Coach

By Leave a Comment

As the saying goes, it’s what you learn after you know it all.

Top athletes rely on coaches to push their performance to new heights. Even Tiger Woods had a swing coach at the top of his game.

Many corporate executives seek out several advisors who help frame ideas for them and play a point of critical thinking. Former General Electric CEO Jack Welch worked with Ram Charan, the eminence grise of business advisors, for many years.

“It’s not how good you are now; it’s how good you’re going to be that really matters”

In a TED2017 speech, the American surgeon Atul Gawande—author of such well-received books as The Checklist Manifesto (2011)—emphasized how coaching helps individuals and teams execute better on the fundamentals:

Having a good coach to provide a more accurate picture of our reality, to instill positive habits of thinking, and to break our actions down and then help us build them back up again.

There are numerous problems in “making it on your own.” You don’t recognize the issues that are standing in your way—or, if you do, you don’t necessarily know how to fix them. And the result is that somewhere along the way, you stop improving.

That’s what great coaches do—they are your external eyes and ears, providing a more accurate picture of your reality. They’re good at recognizing the fundamentals. They’re breaking your actions down and then helping you build them back up again.

Sometimes you can be too close to things to see the truth.

Blind spots are less obvious when things are going well. It is very easy for you to become inward-looking, particularly when you’ve been very successful. However, these blind spots can become destructive when performance moves in the other direction.

A third-party, fresh-eye assessment is an obvious reality check. Coaching is a whole line of way that can bring value to what you do and excel at it.

If you’re successful and want to get better, you’ll need to look at your situation as an outsider might. Coaching can help you get perspective and see things in a more detached manner.

It’s Lonely at the Top

Executives need a valuable ally and a resource for professional growth. They hire coaches to help explore their strengths and vulnerabilities.

Coaches are also valuable allies in decision-making. Many executives find it helpful to talk important decisions over with a trusted coach—just the process of talking can help sort out and clarify thoughts and feelings. Not to mention how another person’s views may illumine aspects of a problem that you may have missed.

Besides, many a coach’s specific arena is one of interpersonal relationships, office politics, and corporate culture. To be effective in our work, you must be effective in building relationships with your bosses, subordinates, peers, and other organizational stakeholders such as customers and suppliers. Management and leadership are all about influence.

Idea for Impact: Coaching is how people get better at what they do

You too should consider a coach to look at things with a fresh eye, improve your performance, and help with interpersonal relationships in the workplace.

Wondering what to read next?

  1. Reverse Mentoring: How a Younger Advisor Can Propel You Forward
  2. A Superb Example of Crisis Leadership in Action
  3. Leadership is Being Visible at Times of Crises
  4. Don’t Be Deceived by Others’ Success
  5. How to … Declutter Your Organizational Ship

Hitch Your Wagon to a Rising Star

By Leave a Comment

If it becomes apparent that someone above you on your department’s org chart is a superstar, let them know that you want to join their team or continue to work with them as they move up. Especially if you sense you’d connect with them intellectually as well as emotionally.

Companies identify their A-players, pour training into them, give them growth opportunities, and build their experience using “stretch assignments.” Partner with such a superstar. Even if they get hired away by a competitor, you’ll stand a chance of moving with them.

Contrarily, if you wind up working with someone whose career is about to implode, try to get a transfer away from that person as quickly as possible.

Wondering what to read next?

  1. Some Lessons Can Only Be Learned in the School of Life
  2. Five Ways … You Could Elevate Good to Great
  3. Don’t Be Deceived by Others’ Success
  4. Reverse Mentoring: How a Younger Advisor Can Propel You Forward
  5. Don’t Use Personality Assessments to Sort the Talented from the Less Talented

Don’t Get Stuck in Middle Management

By Leave a Comment

This survey by the Association of Asian Americans in Investment Management reports (via The New York Times DealBook column) the nature of discrimination and bias faced by Asian Americans:

Asian Americans and Pacific Islanders are often stereotyped as lacking leadership skills. At investment firms, they “fill middle management ranks, but their percentages plummet in senior management and C-suites.” Respondents said they were often tapped as technical experts and benefited from the perception that they are good workers. But their advancement stalled as they sought more senior roles that emphasize networking and communication skills.

Most professionals fail to realize that the competencies that made them successful in their early corporate roles are not necessarily the attributes that will allow them to outshine in roles higher up on the ladder. These desirable qualities would include forming coalitions, managing relationships and alliances, determining where and when to shift one’s focus, and learning to appreciate different perspectives.

Work out what you need to get to the top and fight the perceptions

  • Evaluate where your development priorities should be. Find out how you can acquire the necessary skills and competencies. Go get them. Become more visible to management and situate yourself for a promotion.
  • Network wisely. Understanding who must be won over to your point of view is vital for training for your promotion. Spend time cultivating meaningful relationships.
  • Ask for honest feedback—not just from your boss but also from well-respected peers, customers, mentors, and others. Confront problems quickly lest they metastasize.

Idea for Impact: In today’s world, your skills and promotability are your responsibility.

Wondering what to read next?

  1. How to … Be More Confident at Work
  2. Risk More, Risk Earlier
  3. The Career-Altering Question: Generalist or Specialist?
  4. How You Can Make the Most of the Great Resignation
  5. Before Jumping Ship, Consider This

Wouldn’t You Take a Pay Cut to Get a Better Job Title?

By Leave a Comment

Venture capitalist Ben Horowitz on giving employees ego-boosting new job titles to appease them for not receiving a promotion or a pay increase:

Marc Andreessen argues that people ask for many things from a company: salary, bonus, stock options, span of control, and titles. Of those, title is by far the cheapest, so it makes sense to give the highest titles possible… If it makes people feel better, let them feel better. Titles cost nothing. Better yet, when competing for new employees with other companies, using Andreessen’s method you can always outbid the competition in at least one dimension.

Millennials tend to consider work as the defining aspect of their identity (see Horowitz’s What You Do Is Who You Are (2019.)) Job titles aren’t just descriptors of what they do but a reflection of who they are—not just service technicians at an Apple Store, but Geniuses. A self-elevating job title helps them cling to the notion that work has meaning and, consequently, their work-lives make sense.

Moreover, since they’re experiencing more of their lives online than any generation before them, millennials tend to be conscious of their personal brands on social media. Being a ‘senior numbers ninja’ rather than a mere ‘cost accountant’ offers instant branding appeal.

Idea for Impact: However superficial they sound (“bogus grandeur,” I called them previously,) a fancy title could help you land a better position further down the line. Get creative with your job title even if you have to take a hit on your expected salary—it could pay off in the long term.

Wondering what to read next?

  1. I’m Not Impressed with Your Self-Elevating Job Title
  2. Not Everyone’s Chill About Tattoos and Body Art
  3. Job-Hunting While Still Employed
  4. What’s Next When You Get Snubbed for a Promotion
  5. Don’t Use Personality Assessments to Sort the Talented from the Less Talented

Don’t Quit Your Job Until

By Leave a Comment

Before you quit your job, give your employer a chance to address your issues.

Thoughtfully identify what the real concerns are. Is the problem your current job, your supervisor, a coworker, the processes, the whole company? If the job is the problem, consider making a move within your company before you decide to leave.

Time your concerns appropriately. Use your best insight into how and when to talk to your supervisor based on her temperament.

If you don’t tell your supervisor, she can’t fix it. Who knows what’s feasible—a different job description, team, department, schedule? You may just be surprised at how enriched your experience can be once the key issues are addressed.

Don’t jump ship in frustration if you’re likely to run into the same problems with your next employer. It’s easier to tackle frustrations in a familiar environment at your current employer than at a new company, where you’ll be under pressure to learn the ropes and quickly produce results.

Indeed, your supervisor may not be able to fix your issues even if she knows what they are. But unless you give her a chance, you’ll never know. If you can’t work it out, don’t get hung up on whose “fault” it is.

Wondering what to read next?

  1. Five Questions to Spark Your Career Move
  2. How to … Know When it’s Time to Quit Your Job
  3. How You Can Make the Most of the Great Resignation
  4. Transient by Choice: Why Gen Z Is Renting More
  5. Before Jumping Ship, Consider This

Don’t Quit Your Job Just Yet

By Leave a Comment

As the pandemic subsides, many people are quitting their jobs after being summoned back to the office. A common motive is a life and career reorientation.

During the pandemic, many people started examining work in the context of meaning in life. Isolated from co-workers and customers, they started to feel like their jobs became just the work itself. Some are burned out and dread retreating to the daily life of distractions, commutes, and long office hours—often at the expense of flexibility and family and personal wellbeing.

Overall, people have used the space and time to reflect upon their lives and explore their life priorities. They’ve aspired to take some time off and figure out what they really want to do. Now, they feel like they can afford to take risks and try something new. The money they’ve saved up from lower everyday expenditures during the pandemic can tide them through the transition time.

If you’re thinking of taking a break from work now, don’t quit your job just yet. Give your employer a chance to address your concerns and preferences. Discuss your ambitions for change. Most managers are willing to make the necessary changes and explore hybrid work alternatives. Even if your current situation doesn’t fully jibe with your life’s goals, you could find a suitable sweet spot.

Idea for Impact: Don’t quit until you’ve established yourself in the future path. If you want to take some time off, have a plan ready. If you have the itch to become an entrepreneur, first get your stakes on a side hustle.

Don’t sacrifice that steady paycheck until you’re well positioned for what you want to do next. It usually takes you a lot longer than you think to find a new job, become self-employed, or prepare for a meaningful sabbatical.

Wondering what to read next?

  1. How You Can Make the Most of the Great Resignation
  2. The #1 Cost of Overwork is Personal Relationships
  3. Transient by Choice: Why Gen Z Is Renting More
  4. How to … Jazz Up Life This Summer
  5. Beyond Money’s Grasp: A Deeper Drive to Success