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How to Improve Your Career Prospects During the COVID-19 Crisis

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Now that the COVID-19 pandemic has plunged the world into despondency and uncertainty, it’s easy to worry about your career prospects, feel risk-averse, and become inert.

However, if you could look beyond the short-term challenges, now’s a good time to take on new skills, tend to your network, and accelerate your long-term career prospects.

Here’s how to take a bit of initiative and think creatively about your career during the current lockdown.

  1. Reflect upon your goals for your life and career. Think clearly through the steps you must take to realize your aspirations.
  2. State clearly your aims. If you want to earn more or get a better responsibility, speak to your boss about what it’ll take to secure a promotion.
  3. Seek specific feedback, but don’t just reflect on the past. Asking for feedback puts you—not your boss—in the driver’s seat. Ask lots of questions and decide what you could do to make a positive change.
  4. Redefine your goals at work. Identify worthwhile measures of success. Agree on targets that stretch but don’t strain.
  5. Work with your boss to find gaps in your experience. Find projects where you could develop and use those skills.
  6. How to Improve Your Career Prospects During the COVID-19 Crisis Don’t try to do everything. Prioritize. Ask yourself, “Where do my strengths lie?” Focusing on one or two areas could help you isolate and sharpen the necessary skills to move up.
  7. Seek out new opportunities. Be alert to points of diminishing returns on learning new skills.
  8. Take the lead on a project that others don’t find particularly interesting (see Theo Epstein’s 20 Percent Rule.) You could not only learn by way of broader experiences and gain confidence but also become more visible to management and situate yourself for a promotion.
  9. Offer to share responsibility. Take an interest in your colleagues’ work. You could win over grateful allies and open up new opportunities within your company.
  10. Reevaluate what’s essential. To the extent possible, divest yourself of the boring, time-wasting, frivolous, and worthless—anything that doesn’t “move the ball down the field.”
  11. Pursue side projects. Cultivating knowledge and trying out new skills during your free time is a definite path to career reinvention.
  12. Seek out mentors. Make the right contacts. Bear in mind, those who influence decisions may not necessarily be the ones at the top.
  13. Begin actively networking. It’s never late to put together a range of experts whose knowledge and experience you could tap into.

Idea for Impact: Mulling over how to improve yourself and enhance your career is a great shelter-in-place project. As President Dwight D. Eisenhower once declared, “Plans are useless but planning is indispensable.”

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  5. Don’t Use Personality Assessments to Sort the Talented from the Less Talented

Some Lessons Can Only Be Learned in the School of Life

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How Anil Ambani Learned the Ropes of Doing Business in India

In the Fall of 1982, Anil Ambani, scion of one of India’s wealthiest family, returned home to Mumbai, then Bombay, after attending the University of Pennsylvania’s Wharton School.

Anil had fast-tracked through his two-year MBA program in less than 15 months.

He met up with his father Dhirubhai Ambani and announced, “Look, Dad, I’ve become an MBA, and I’m going to take a break since I worked hard. I will see you in the New Year.”

Dhirubhai asked, “I am very happy and delighted that you accomplished this. Since I did not go to any formal school or college, I do not have any degree, why don’t you tell me, from your learning at Wharton, what does an MBA stand for?”

Anil Dhirubhai Ambani - MBA from the School of Life

Smug and self-satisfied, Anil replied, “That’s simple. Master of Business Administration.”

Dhirubhai countered, “An MBA represents Manē Badhā Āvō che,” (Gujarati for “I am know all.”) He explained,

You are entering India, and you need to Indianize your MBA … at Wharton School, did they teach you about customs duties, excise duties, income tax, sales tax, Parliament?

Do you know about a zero-hour question, a call-attention motion, and the difference between a starred question and an unstarred question in the Indian Parliament?

If you don’t get to know all these things, let me assure you, all your formal education is not going to help you. You need your practical Indian MBA. And I am going to create that learning environment for you so that you can get the exposure.

A formal education doesn’t necessarily teach you everything about how to navigate the real world

Dhirubhai Ambani, the prototypical crony capitalist that he was, was highlighting the importance of learning the ways and means of doing business in pre-liberalization India.

One must note that Ambani’s extraordinary rags-to-riches story was a blend of cunning, street smartness, audacious risk-taking, and an unparalleled knack for bending the rules through powerful politicians and bureaucrats. As controversial as he was, Ambani must be understood in the socio-political context of India’s post-Independence industrial milieu. He artfully exploited the opportunities those times offered.

Idea for Impact: Formal education cannot complete the kind of real-world operative skills that you need

If you’re truly serious in your desire to get ahead in business, you will need a broader grasp of your chosen discipline than you can get from formal education.

  • Look, listen, learn. Every industry, company, organization, and team has its own culture. Spend time observing the winners: what does success look like? Who holds power, and how are they persuaded? What are the traits of people who get ahead? Emphasize developing skills in line with the winners.
  • Develop a network of people who can potentially lend a hand or bail you out of a jam. Invest in the people who will listen to your ideas and support your ambitions. Get to know peers at all levels to build a support base. Any person may have the knowledge and the allegiances that they can put to work for you if they’re so inclined.
  • Discover how to make the most of the circumstances you’re dealt with. Don’t manipulate others for your own devices in a Machiavellian sense—although, occasionally, you may need to use duplicity for respectable purposes, i.e. where certain ends can justify certain means.

Remember, the political payoff for fostering and nurturing relationships, and for developing a vast reservoir of skills and experiences, may take months, years, or even decades.

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Don’t Use Personality Assessments to Sort the Talented from the Less Talented

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Myers-Briggs Type Indicator---Developed by Katharine Cook Briggs and her daughter Isabel Briggs Myers based on Carl Jung's Psychological Types

Personality assessments have featured in personality development and career counseling for almost a century. Myers-Briggs Type Indicator (MBTI) and other tests form the basis for helping people deal with conflict, understand team interplay, outline career search, sharpen decision-making skills, and cope with stress.

Personality Assessments Cannot Predict Performance

Even as their use has grown significantly over the last two decades, personality assessments—including strengths inventories, and emotional intelligence assessments—have been criticized at length:

  • An individual’s personality cannot be summed up by a personality assessment. Individuality is described best by continuous (not discrete), normally-distributed attributes. For example, the MBTI Step I classification of individuals into 16 categories (or 4 dichotomies from Carl Jung‘s book Psychological Types (1921)) does not encapsulate the full range of personality variance.
  • An individual’s behavior cannot be limited to one side of a dichotomy. For instance, every person can be outgoing and assertive in the external world (extraversion,) while requiring time for some contemplation (introversion).
  • Many academic studies question the tests’ predictive validity and poor reliability. Moreover, personality assessments have poor test-retest consistency. Test takers have been shown to change at least one dichotomy when they take the MBTI Step I survey a second time.
  • Personality assessments can initiate confirmation bias (“Barnum Effect”)—the test scores are self-fulfilling because people tend to behave in ways that are predicted for them. In other words, a person who learns that he or she is “outgoing” according to MBTI may behave that way.
  • Personality tests are decidedly fakeable, especially when used to evaluate future career opportunities. All personality assessments are contingent on a degree of honesty, but MBTI test-takers are often motivated to match up to extraverted, sensing, thinking, and judging (ESTJ) proclivities in the modern organization.
  • Assessments are regularly offered as universally applicable. Not only do they tend to mirror the biases of the test developers, but also they are skewed in preference of the social groups the developer studied.

Personality Assessments are Starting Points for Change, Not a Predictor of the Outcome

Academics have long acknowledged the previously mentioned criticisms of personality assessments. They’ve argued fruitfully that many of the criticisms should be directed to how HR practitioners understand personality tests and use them in the development arena.

MBTI and many other personality assessments were never intended to sort the talented from the less talented. They are designed for the individual who takes the assessment, and not for the HR practitioner. In other words, personality assessments were designed to help individuals discover their underlying preferences regarding learning styles, problem-solving styles, self-awareness, ethical inclinations, emotional intelligence, and stress management.

Intended for Increasing Self-awareness, Not Appraisal

On the contrary, HR practitioners tend to interpret test scores speciously to gauge behavior, rather than as pointers of categorical preferences. Besides, HR practitioners often fail to factor in the test-takers’ past and current environmental influences.

And then there’s the risk of people being pigeonholed or pushed into a particular course regardless of his or her preferences. HR practitioners and career counsellors who put too much emphasis on personality assessments may compartmentalize people into rigid categories. This flies in the face of a central tenet of the MBTI premise—that individuals could choose to act against their preferred type if the occasion demands it. People’s attitudes and behaviors often change over time because of emotional experiences or socialization into specific work and social cultures.

Idea for Impact: Use Personality Assessments to Facilitate Self-Awareness, Not for Categorization or as Predictors of Achievement

If you’re a manager or a HR practitioner, don’t use personality assessments to categorize people or as predictors of achievement. Encourage people to take personality tests, but help them interpret these pieces of data about themselves—only they could make sense of test results in the context of their life history, social environment, and ambitions for career and life.

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  4. Manage Your Own Career—No One Else Will
  5. Job-Hunting While Still Employed

Before Jumping Ship, Consider This

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Don't Jump Ship in Frustration

Dissatisfied with your job? Considering jumping ship? There’s no guarantee your next job will be any better. Many people who jump ship in frustration run into the same problems that were an obstacle with previous employers.

Consider working on a solution before trying to jump ship. Try to discuss your future with your boss.

  • Examine your motivations. Insist on realism. Do you have clear goals and priorities? Step back and assess what’s happening in your career journey. Don’t have unrealistic assumptions.
  • Start with a plan. What specifically are you seeking to make your job better? How can you get it? If you feel your career has become stagnant, realize that people who stay in one function or one industry may move up quickly in the beginning of their careers but often reach a ceiling later when they become too specialized.
  • Be brutally candid with yourself. Make sure you’re capable of handling the roles and responsibilities you’re seeking. Determine if they’re available.
  • Meet formally with your boss to discuss your plan. Take the initiative to lead the discussion; unlike at a performance review, here you drive the discussion.
  • During the meeting, ask your boss to evaluate your skills and your potential. Hear him out. Use active listening—repeat what he said to make sure you understand each other.
  • Give the boss your perspectives after hearing his. Don’t be confrontational. Try to cooperate. Think before you respond: reacting too quickly will set your boss on the defensive and guarantee an argument.
  • Once you’ve agreed upon a solution, do everything to progress it. Example: One woman wanted to be reassigned to her company’s trade sales unit. At her own initiative, she attended her industry’s trade shows, developed contacts, and learned what was necessary to succeed in sales and marketing.
  • Don’t expect quick action: changes take a little time. Perhaps you may be happier with a lateral move: many people think that careers should follow an upward trajectory. In fact, most jobs transitions don’t entail a promotion. Most successful careers involve a mix of lateral and upward movement.

Idea for Impact: Try to ask for honest feedback about what’s holding you back from a promotion. You’ll find it easier to tackle career frustrations in a familiar environment at your current employer rather than at a new company where you’ll be under pressure to learn the ropes and produce results quickly.

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  2. Some Lessons Can Only Be Learned in the School of Life
  3. What Every Manager Should Know Why Generation Y Quits
  4. How to Improve Your Career Prospects During the COVID-19 Crisis
  5. Job-Hunting While Still Employed

Job-Hunting While Still Employed

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Job-Hunting While Still Employed Searching for a new job without revealing that you aren’t very pleased at your current job or getting fired can be a challenge. Here are four ways to job-hunt with caution.

  • Examine your motivations before job-hunting. Many people who jump ship in frustration run into the same problems that were an obstacle with previous employers. Try to ask for honest feedback about how you’re perceived by your managers and what’s holding you back from a promotion. You’ll find it easier to tackle career progression frustrations in a familiar environment at your current employer rather than at a new company where you’ll be under pressure to learn the ropes and produce results quickly.
  • Respect your employer’s time and resources. Don’t job-search on company time—your current job responsibilities are your priority. Looking for another position typically involves having to be away from your office for interviews; use your vacation days—not sick days—for job-searching and interviewing. Be careful about using your work computer to look up jobs, contact recruiters, or update your social-media presence.
  • Be tactful about whom you tell that you’re looking for another job. Even if you trust your coworkers, you can’t limit what they may share with others. Some of your coworkers may be ethically obligated to keep your boss and your company informed about any prospective changes in staffing or anything that might affect the organization’s goals. Be cautious about how you promote yourself on LinkedIn and job-search websites.
  • If you are offered a new job, be straight with everyone. Inform your boss immediately. Give as much notice as required, plan to tie up loose ends, and offer to help transition your responsibilities to a successor. Don’t be unreasonable in leveraging your new job offer to negotiate a counteroffer from your employer. Do your best to leave on the right note. Be consistent in what you tell different people about why you’re leaving. Do not burn bridges in the job-transition process.

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

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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.

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  4. Don’t Use Personality Assessments to Sort the Talented from the Less Talented
  5. The Great Resignation, The Great Awakening

Who’s Responsible for Your Career

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Who Manages Your Career?

A large number of professionals continue to mistakenly subscribe to the notion their organizations are responsible for managing their careers. They suppose that their Human Resources departments or their bosses would create their career paths and guide them at each stage.

Predetermined Job Ladders?

Certain organizations–the military, the police force, for example–may offer predetermined job ladders. It is customary in these organizations to award promotion based on length of service, training completed, or, to a lesser extent, on-the-job achievements.

Rotational Leadership Development Programs Other organizations offer ‘development programs’. (Refer to this list of Leadership Programs offered by General Electric.) Essentially, these programs comprise of a series of rotational assignments across diverse functions of the corporation. For example, the manufacturing-leadership program at a capital goods company may involve four six-month assignments–one assignment each in supply chain management, shop-floor operations, production capacity planning and manufacturing finance. These development programs enable an apprentice to be exposed to a broad range of functions and gain valuable experience. Even with these programs, though, you are expected to pursue a longer-term assignment in one of the functional areas at the end of the rotations. Beyond that, employees are expected to manage the rest of their careers.

You Manage Your Career

You Manage Your Career Your career growth is solely your responsibility– it not the organization’s or your boss’s duty. You should be responsible for planning your own career, continually evaluating goals and implementing initiatives for your professional growth.

Here are a few suggestions to help you establish a roadmap for the skills, expertise and experience you need to get where you want to be.

  • Research for job opportunities at your company and in other organizations. What skills are recruiters looking for in potential employees?
  • Study the profiles of successful people in your industry. Why are they successful? What are their academic backgrounds? What are their career paths? What professional associations do they belong to?
  • Reach out and Network, Professional Networks Reach out and network. Meet as many people as you can by joining professional associations and maintaining regular contact. Studies have shown that 70-80% of all executive jobs are found through professional networking.
  • Seek a mentor’s help. Request a member of your management team or industry association, a retiree or a local business owner to help you understand your strengths and interests and develop a career plan in your chosen industry.
  • Volunteer, Be Known, Get Recognized Volunteer and be known. When you volunteer on cross-functional committees for product improvement or professional development, the decision-makers can get to know you, your skills, abilities and career interests. Such exposure will help them consider you for challenging assignments.

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Job Interviewing #2: Interviewing with a Competitor of your Current Employer

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Blog reader Ranganathan from Toronto, Canada asks, “I am interviewing with a competitor of my current employer. Most of my work at my current employer is confidential. How do I describe these projects in the upcoming interview?”

Ethics and Responsibilities

Interviewing with a Competitor of Current Employer: Ethics, Responsibilities Your employers, both current and former, expect you to treat sensitive and confidential information ethically. Accordingly, you must not disclose such information outside the company—in an interview, trade show or party at home.

During an interview with a competitor of your current or former employer, describe your past projects and accomplishments in terms of concepts and particulars that are public knowledge. If the interviewer presses for additional information, be diplomatic and decline to present confidential information. Interviewers will appreciate your reluctance.

Beware of a Trap: Test for Integrity

Interviewing with a Competitor of Current Employer: Test for Integrity Public trust and ethical behavior are vital to organizational and individual success. Recent corporate scandals have underscored the need for organizations to build and foster ethical business environments. Organizations are therefore inclined to select employees who share such moral values.

Good corporate ethics policies prohibit current employees from disclosing proprietary information from/about their former employers. In asking you for sensitive information, the interviewer is probably setting up a trap for you—the interviewer may be checking if you demonstrate a high degree of integrity and professional conduct.

Declining to provide proprietary information will demonstrate your consideration of the ethical consequences of your actions. Consequently, you will earn the respect of the interviewer.

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