Right Attitudes

Ideas for Impact

Career Development

How to … Know When it’s Time to Quit Your Job

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If there’s an acid test for how to know when it’s time to stop and do something different, it’s this.

When you come home from work, and pretty much all you want to do is slouch on the sofa, order takeout, and watch silly videos on TikTok, it’s time to find something else that meshes with your interests and aspirations more closely.

For many people, the central challenge of work-life should be, “How do I bring more of myself to my work?” Your job should make you sweat a little bit, in a good way.

So, when you start to believe you can’t do better, when you start to feel pretty indifferent about what you’re doing, and it’s sapping you of all energy, it’s time to evaluate whether you have the right job at the right company and whether you’re doing the right thing.

Idea for Impact: Above all, whatever you do, work should add energy to your life, not sift it away. Work at a personal plan, and periodically follow up with those who may be able to open doors for you.

Wondering what to read next?

  1. How to Improve Your Career Prospects During the COVID-19 Crisis
  2. The Great Resignation, The Great Awakening
  3. The Career-Altering Question: Generalist or Specialist?
  4. Five Questions to Keep Your Job from Driving You Nuts
  5. Transient by Choice: Why Gen Z Is Renting More

It’s Not Just a Job … It’s a Career

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Your job belongs to your employer. It’s a specific purpose in the system. Jobs are the fundamental building blocks of the organization. If you don’t do the job, somebody else will.

Your career, on the other hand, belongs to you. It’s your life’s work—your path, your dream. Your career is something you build towards and work upon every day.

You’ll have many jobs throughout your career, even with one employer.

Idea for Impact: Don’t get lost in your job; it isn’t an end in itself. Every job is a means to an end; every job is an element of your career. Do each job well, but look beyond. Learn to expand and market your skills. Strategize how each could lead you to the next job on your career trajectory.

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  4. From Passion to Pragmatism: An Acceptable, Good Career
  5. Don’t Use Personality Assessments to Sort the Talented from the Less Talented

The Great Resignation, The Great Awakening

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The Great Resignation hasn’t been just about burnout. It’s about a “Great Awakening,” notably for many folks in middle management.

Obliged to stay in their homes during COVID, they’ve reevaluated their lives while cherishing the extra time with their families and engaging in other interests. Discussions of work-life balance came into renewed focus.

As part of this great rethink, people are unwilling to sacrifice as much for a work-life balance. Some middle managers are increasingly disinclined to take the next step in their careers because “onward and upward” isn’t as appealing as it used to be, and the price to climb the corporate ladder is too high. These people are keener on setting career paths based on their own values and definitions of success.

Not that their ambitions have changed, though. But they aren’t driving for the same things they were driving for ten years ago. But they’re reconsidering how they can keep contributing to their organizations—on their own terms. They’re willing to come to terms with “career plateauing,” unhooking from the pressure to pursue an upward path someone else has set.

They may still derive a certain sense of identity from their jobs, but they’re seeking other ways to seek a more fulfilling life. They’re no longer pushing for the more prestigious title, the broader responsibility, the bigger raise, and a larger team. Instead, they’re taking energy that had been directed primarily on goals defined by the employer and focusing it elsewhere.

Idea for Impact: As part of this great rethink, reassess your options. Set clear boundaries on your willingness to sacrifice to strike a better work-life balance. Think strategically not only about the work you enjoy but also about the life you want to lead.

Wondering what to read next?

  1. Great Jobs are Overwhelming, and Not Everybody Wants Them
  2. How to … Know When it’s Time to Quit Your Job
  3. The Champion Who Hated His Craft: Andre Agassi’s Raw Confession in ‘Open’
  4. Transient by Choice: Why Gen Z Is Renting More
  5. Not Everybody Wishes to Climb the Corporate Ladder

You Need a Personal Cheerleader

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Many people credit some of their success to others who believed in them and urged them on when their confidence waned.

A personal cheerleader could be a companion, friend, or family member who believes in you, takes an eager interest and encourages you, and helps lift your self-confidence, even if they raise some practical questions.

This cheerleader could indeed be a mirror through which you can see yourself. Somebody who encourages you to process and think through your experiences and reframe mistakes as opportunities to learn. Somebody who can help you notice things you do well, however small.

Idea for Impact: A personal cheerleader is pivotal to a meaningful, resilient life. Curtailing negative self-talk is difficult when you’re trying to build your self-confidence.

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  4. The Curse of Teamwork: Groupthink
  5. Reverse Mentoring: How a Younger Advisor Can Propel You Forward

Great Jobs are Overwhelming, and Not Everybody Wants Them

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One of my friends, a senior executive at a Fortune 500 firm, recently said, “no, thank you” when asked if he’d like to be considered for the post of CEO of his company.

My friend is an ideal CEO candidate: he’s accomplished and well-liked, he’s about 10 years from retirement, he’s been a company “lifer,” and he’s worked hard grabbing the gold ring.

When I asked what caused this change of mind, he reflected, “At what cost, however?”

Well, his response wasn’t unexpected. A successful corporate career demands a high level of performance for sustained periods.

Ambitious professionals, especially top performers, have started to think differently about the tradeoffs of a demanding job. They’re asking questions such as “How much is enough?” and “If I get that job, what is it that I’m giving up?”

Most new CEOs are overwhelmed, disclosing that their jobs are more demanding, complex, and stressful than expected. Little wonder, then, that the average CEO’s tenure has gotten shorter over the years.

The brutal reality is that CEOs have less time than ever to prove their worth. The tolerance for mistakes and short-term underperformance has really gone down.

CEOs have to perform or perish. The CEO job is no longer a tenured role, and the ground has shifted over the decades. Several factors have made the jobs of business chiefs much more complicated than in the past. There’s immense pressure to produce consistently excellent results and keep everybody satisfied. It’s so stressful just working hard to keep the job. Then there’s the unremitting pressure of walking a tightrope; managing the conflicting interests between various stakeholders is exhausting.

CEOs’ performance must be more transparent than ever due to the never-ending demands imposed by global competition, geopolitical volatility, technological disruptions, ever-watchful regulators, increasingly engaged boards, and the specter of activist shareholders. A job with such challenges can quickly overwhelm, and CEOs end up working days, nights, and weekends in a futile attempt to pull free. They feel guilty about sacrificing precious family time for their work.

Above all, CEOs feel lonely at the top—being “where the buck stops,” they don’t have anyone to confide in. CEOs tend to isolate themselves due to the overwhelming responsibilities and the pressure to appear calm to employees.

Idea for Impact: Not everybody wishes to climb the top of the ladder. A high-pressure climate is not for everybody. Remember, burnout happens not when you work too much but when you invest emotionally in work and don’t get a commensurate return.

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  2. The Champion Who Hated His Craft: Andre Agassi’s Raw Confession in ‘Open’
  3. Hustle Culture is Losing Its Shine
  4. Busyness is a Lack of Priorities
  5. Is Your Harried Mind Causing You to Underachieve?

The Good of Working for a Micromanager

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One of the defining qualities of a good manager is a willingness to dig into the details. Effective managers choose to engage differently with different kinds of details. In other words, they are selective micromanagers.

Micromanagement is simply the consequence of a desire to engage with selective details. Sure, some leaders struggle with prioritizing and building trust, even over unimportant details. But it never goes away. It’s part of the package. Some are great micromanagers and some are poor micromanagers.

Working for a micromanager has its challenges; but, often, it’s a blessing in disguise. Be aware of the details your manager cares about. Expect to be micromanaged—but, as part of the process, expect to learn a lot. Selective micromanagers tend to be better at developing talent. Their intimate knowledge of the business and their deep involvement can enable you to learn important information about the business.

Idea for Impact: Think of “micromanagement” as simply an excess of attention that you must manage. It’s a good sign that your boss is interested in your work—it means she cares enough.

But if you are being singled out for micromanagement, it’s time for you to look inward. The degree of micromanagement is inversely proposal to a manager’s trust in your competence. In the fullness of time, if micromanagement doesn’t, consider if your work is of lower quality or quantity without your boss’s watchful eye. Improve how you’re converting your manager’s feedback into learning.

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  5. Good Boss in a Bad Company or Bad Boss in a Good Company?

“Follow Your Passion” Is Terrible Career Advice

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The cliché “follow your passion” is easily the worst career advice you could ever give or get.

My guidance: Don’t do something you love. Do something you’re good at, even if it may not be something you’re passionate about.

Contentment isn’t likely to come from figuring out what you love and doing it for your career. Career success really comes from doing what other people will love you—and ‘compensate’ you—for doing.

Idea for Impact: You don’t have to give up your dreams, but pursue them as a hobby. Don’t try to find a perfect job. Find a good, if not a passion-filled, career and find the gratification of pursuing your passions outside of work.

Besides, people don’t really know what reality is like until they’re doing it. Therefore, perhaps a better way to choose what you do be to follow your effort? Be flexible. Have a broad view of what you wish to achieve, and be prepared to compromise on how you make it happen. Enjoy the work that you do, and discover aspects of it you’d enjoy regardless of being paid or not. True career contentment comes from an appreciative boss, helpful coworkers, the opportunity to learn and grow, a reasonable commute, and a middle-class living.

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  4. From Passion to Pragmatism: An Acceptable, Good Career
  5. Before Jumping Ship, Consider This

How You Can Make the Most of the Great Resignation

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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.

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  4. Five Questions to Spark Your Career Move
  5. Transient by Choice: Why Gen Z Is Renting More

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

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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.

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  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

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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.

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  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. What’s the Best Way to Reconnect with a Mentor?