Second Acts

The Trouble With Transitions...

2011-09-06T08:05:00.000-07:00

The trouble with transitions is that they take time and they often distract from our goals. Unfortunately, transitions are the path to the goals, so they're tough to avoid. The trick is to see them as the path, while keeping your eye on the destination.

The trouble with transitions came up for Camille and me as we have settled into our new place in Portland, ME. During all the time we've planned this move, we focused on why we were moving: the disatisfaction with our current state (not happy with where we were with our work, wanting to do better), and how much better our end state could be (happy: working on what we're passion about, figuring out what that is). The "figuring out what that is" was seen as a transition we could look forward to. It was itself a goal of sorts.

What we didn't count on was that if the figuring it out was a goal, then there was a transition to that goal. We were so focused on the cool aspect of our new and improved life that we forgot about the path that would get us there: All the little, pain-in-the-butt details, like deciding which size trailer we'd need to cart our stuff to our new place; getting our seven year old Honda to the shop and prepared for a 2,000 mile road trip towing the trailer; and once we arrived, all the little stuff we needed, like a laundry basket, a mop, a shower curtain, a waste can, internet connectivity. All these details needed tending to before we could focus on the real fun of figuring it out. And, while on some level we knew we had to contend with them, they distracted us from our goal; from what we really wanted to do.

So, after congratulating ourselves on arriving in Portland without incident; on getting the trailer unloaded and returned to Uhaul in two hours; we returned to an apartment full of boxes that needed to be unpacked. We needed to unpack, sort and decide where everything went. We needed to figure out why we couldn't find the iron, and why would it not get packed. Then we needed to break down the boxes and figure out how to dispose of them. Then we needed to Google directions to the recycling center. Then we needed to figure out if "cardboard only" meant that you couldn't throw in recyclable paper in the bin. Then we needed to go to Target and Walmart and the grocery store and call Time Warner to schedule internet hookup and then... Well, you get the picture; you've been there yourself.

Needless to say, our sunny dispositions suffered as we dealt with these transitional details. We tended to be less than understanding of each other's attitude, we were impatient, we snapped at each other...you get the picture; you've been there yourself. We got sidetracked with all the what and the how and let the why get lost.

Fortunately, we were able to regroup and ask ourselves "what was happening here?". As we reviewed our behavior, we realized that in our excitement of finally being in Portland to set our lives on a new course, we had focused on the end point, the goal, and not the path - the transition - to that goal. We let the what and how distract us from the why.

The lesson learned was that we needed to keep focused on the why, but also needed to realize that the what and the how are crucial to getting there. They are the path to the why. They are the necessary transition to why and they require time and energy. However, we can't focus just on them, we need to understand the role transitions play in gettinng us to our goals, but we can't let them undermine our ability to achieve those goals.

The trouble with transitions is that we need to keep our eye on the ball; realize we're engaged in a journey, not an event...you get the picture, you've been there yourself.

So how have you been able to keep focused on your goals and not get distracted by transitions? Have you been able to understand and appreciate the transition as a necessary path to your goal? Have you learned any lessons from your transitions? What have they been?

We'd love to get your feedback on our "journey" as well as hear about your own journey in new directions. Please use the comment section below to share your thoughts and ideas.

You can also follow us by subscribing to the blog by RSS or via email.

Balancing Head and Heart

2011-07-24T15:30:00.000-07:00

Scott…

As Camille noted in her “Body Surfing for Boomers” post, one of our big challenges was letting our values drive our responses and actions to the tsunamis we had experienced. While we recognized that we needed to “ride the wave,” it was still a struggle to find a balance between head and heart.

In our hearts, we’ve known – from the beginning – that this was the right move. We need to make this move to Maine; we can feel it; we need to define our purpose. On the other hand, there are all these “head” issues that focus on the everyday things we will need to address: what will we do, who will we do it for, where will we live, etc.: All those things that smart people plan for in preparing for big lifestyle changes.

Interestingly, we’re just now coming into convergence on head and heart balance. Most of the time, we’ve been at polar opposites: Camille would be on the heart side, I’d be on the head side. Then we’d convince the other of our point of view and switch – she’d then be on the head side, me on the heart side.

The other interesting aspect (at least for me) was that whichever one of us was more head focused, was more anxious. We worried about those things that smart people worry about; we never came up with the answers, but they took up a lot of our energy and concern.

In the past few weeks, as our time draws closer to leaving, we’ve come together more around the head – heart balance. We feel we’re pretty well prepared to make this move in the way in which we want. We’ll have the resources to take a significant time off to reset and refresh. We’ve come to terms with a lifestyle that will enable us to do so. We’re not blindly marching into the fray; we’re not as prepared as others might be, but we’re good enough and that’s what counts.

A good example is our recent reconnaissance trip to Maine, ostensibly to find a place to live. We had a set of criteria: hardwood floors, claw foot tub, reasonable rent, inspiring neighborhood. As you can imagine, we looked at a number of apartments in different parts of town. None of the initial places we visited met our expectations. We were getting pretty discouraged. Finally, the last place we looked at we knew was the place for us. It met our basic criteria and then some. It wasn’t perfect, but we weren’t settling either. This place will be good for us. It will allow us to do what we need to do. It will be good enough to inspire us.

How have been you handled the “head – heart” challenges in your life? Do you look for balance or do you let one drive your behavior over the other?

We’d love to get your feedback on our “journey” as well as hear about your own journey in new directions. Please use the comment section below to share your thoughts and ideas.

You can also follow us by subscribing to the blog by RSS or via email.

Body Surfing for Boomers

2011-07-10T13:41:00.000-07:00

Camille ...

Although it was on-the-beach in Troncones, Mexico-margarita-fueled, I still consider this to be one of those divinely inspired moments. You know, when Spirit is speaking, and you are listening. A small fishing/surfing village, Troncones seems to cater to the older population, but don’t let this fool you. When it comes to crystal clear water and very decent bodysurfing waves, us of a certain age come alive with the strength and vigor of youth. It was during a refreshing margarita break that I heard the words ‘body surfing for boomers’, and in that moment, I knew this was something to remember, in spite of my liquid of choice. I spent the rest of the day considering this while surrendering to the will of the waves. And thus, my return home to our rented casa began our ongoing conversation about life and body surfing as metaphor.

For those of us familiar with the ocean, we have a basic working knowledge of tides and currents and weather patterns. We know that ocean activity changes from quiet and tranquil to exciting and challenging to thunderous and wintery. Just like life. We have our cherished quiet moments when the ride is easy, relaxing and supremely fulfilling. And then we don’t. Our days, energies, thoughts and emotions are consumed with situations that require clear thought, precise skill and a present moment awareness in order to avoid a total beating. But if these skills are used, the ride can be the thrill of your life. Unfortunately, our first years together were spent in a sea of events that no amount of time in the ocean could prepare us for.

Our first conversation about "body surfing for boomers" began with a critical review of our past 7 years together and how we spent the first 4 years riding tsunamis. These frightening and potentially devastating waves appeared in the form of child custody issues, bankruptcy, a very lengthy lawsuit, job loss and all the hidden drama that forces its way into every moment of life.

The one belief that sustained us through this period was to let our values drive our responses and our actions. It was an arduous process of letting go – as much as possible – of the anger, resentment and – most of all – fear that we felt so often. It asked of us that we take that energy and direct it into knowing that the outcome would be in everyone’s best and highest good. These waves were tremendous and how we survived them was not to fight, resist and attempt to control, but to surrender to the moment and let it take us where it wanted.

Two years later, after my margarita inspired epiphany, Scott and I decided that we wanted a life makeover, well he wanted an overhaul, so we set the goal of moving to Maine in the fall of 2011. We would take a ‘gap year’. Certainly a year of NOT WORKING, relaxing, playing, creating, staying in bed on a cold rainy/snowy day watching videos and eating Chinese food out of the carton (Scott doesn't share in this part of the fantasy...it’s all mine). But most importantly, allowing ourselves the freedom, time and space to create what’s next for each of us. After 40+ years in the job market, we want our own gig. We’ve had so many ideas of why and how we could spend the rest of our lives. We have all the skills and resources necessary to create work that is fun, fulfilling, satisfying, makes a difference and is financially rewarding and to create it in a way that allows for life the way we want it.

This has been our ride for the past 10 months. It has been gentle in comparison, yet still the waves have required that from time to time, we wear masks, goggles, fins and a snorkel.

Riding the waves can involve a number of vehicles. There are surf boarders, there are boogie boarders, there are jet skiers. What’s your vehicle for riding the waves in your life?

We’d love to get your feedback on our “journey” as well as hear about your own journey in new directions. Please use the comment section below to share your thoughts and ideas.

You can also follow us by subscribing to the blog by RSS or via email.

A New Direction II: Camille’s Take

2011-06-26T10:35:00.000-07:00

Well...you're right. This is how it happened; albeit a somewhat condensed and simplified version of the process. How nice if this life changing and somewhat risky venture was as easy as you make it sound. Over here, I have been struggling with the choice to move to Maine. It has felt like one of those big decisions we must make from time to time where both choices are equally weighted with pros and cons. If I stay, I am blessed with watching my children move forward in their lives and my grandchildren grow into who they are. I get to be a part of all that. But it means staying in a place that does not move me, feed me, refresh me or inspire me. I don' hate Denver. Colorado is masculine. I've done that my entire life and for many years, masculine was OK. As a result of that competitive, goal-focused drive, I have achieved some very cool things. But I am tired of that pace. Actually, I'm just tired. I long to live in a feminine city that is fertile and moist and lush. A city with an ocean, a center and a community. I long to rest; become an expert at self care and give myself permission to trust that I have something to offer others and to use all that I know to create a lifestyle that is fun, creative, healing and financially and emotionally profitable.

What this ends up looking like is the unknown; how this ends up happening can be easily planned out or a total surprise. It's the why I keep returning to and in so doing, I know it is absolutely the right thing to do. YIPPEE !!!!

We’d love to get your feedback on our “journey” as well as hear about your own journey in new directions. Please use the comment section below to share your thoughts and ideas.

You can also follow us by subscribing to the blog by RSS or via email.

A New Direction

2011-06-04T15:16:00.000-07:00

For the last 18 months or so, I’ve been writing about work and transitions. I’ve written about how work is changing – especially for those “of a certain age” – primarily those of us of the Boomer generation. I’ve written about the ability to articulate one’s value to prospective employers, the importance of using social media to market one’s skills, and the power of story to give our lives meaning. One thing I haven’t written about is my own story. Blogger Francisco Rosales writes Why It’s Important to Humanize Your Blog Content. So, taking his cue, future blog posts here will concentrate on my – that is mine and Camille’s – story. Our hope is our story, what we’re experiencing in our midlife, will be of benefit – or at least of interest – to others experiencing similar transitions.

The title of this blog is Second Acts: Musings on Careers & Transitions – Advancements and the Occasional Retreat. It’s a fair description of what Camille and I have been experiencing since we met. We’re both of the Boomer generation; not in our first marriage; on the cusp of our early 60s; looking forward to a new – and improved – stage of life, which is not retirement. Our story unfolds below…

"I was on my way to Hawaii before I met you," she said; "I need an ocean; I hate Denver."

"Well I'm not moving to Hawaii, I won't do well in the tropics," I countered.

So began the dance between Camille and me as we tried to figure out the rest of our life together.

We had met and married a year or so before this conversation began. Suffice it to say, this was not the first marriage for either of us. In our mid-50s we were exploring new paths in a new life together.

The compromise was relatively quickly reached: Portland, Maine. We both knew and loved Maine, and it had the requisite ocean.

But there were things in life that had to settle first: I had a son still in high school; then Camille's daughter had a daughter. Camille needed to make sure her granddaughter was on her way to growing up safe.

Another couple of years passed, we were now in our late fifties. Neither of us was satisfied in our job; kids were on their own; grandkids were thriving. One evening, Camille was complaining about work: about how much longer she could continue to function in a dysfunctional system. She led the mental health team at a correctional facility. I noted we had been talking about Maine for a few years, but had never put a date on the move.

She replied, "how about a year from now?"

"Done! September 2011."

OMG! Now we had committed. We moved in with her son to save money. Over the next few months we downsized – getting rid of extraneous items we decided we could live without: furniture, clothing, books.

We adjusted to a different living experience: being part of a larger household; living in a house that wasn't ours; working around the routines of others.

And we worked on what we would do – what work we could do – when we moved to Maine. Neither of us could afford to retire at 60, but we weren't sure what, exactly, we would do to bring in revenue.

We knew we wouldn't be employees. I had the vague idea that I would continue some sort of the career coaching that I was doing in Denver. But I didn't just want to write resumes for people looking for their next job. I wanted to work with people looking to make a real change in their lives and I wanted to write about their efforts. Beyond that, I had no real idea of how that would manifest.

Next: Camille’s response.

Work Sucks!

2011-05-07T17:48:00.000-07:00

I’ve been reading Why Work Sucks and How to Fix It: The Results-Only Revolution by Cali Ressler & Jody Thompson. You can see it on Amazon.com here.

Ressler and Thompson’s book is "based on a simple idea: Our beliefs about work – forty hours, Monday through Friday, eight to five – are outdated, outmoded, out to lunch. Every day people go to work and waste their time, their company's time, and their lives in a system based on assumptions...that don't apply in today's global, 24/7 economy."

Your company provides a paycheck and other benefits. They provide a job, and in some cases, a career. For that you absolutely owe them hard work, focus and dedication. You owe them real, measurable results. But if you're delivering those results and the company is benefiting, then there is no reason why they have the right to make you sit in a cubicle from eight to five. You owe them your work, not your time. You do not owe them your life.

Ressler and Thompson’s book is about bringing a commonsense, effective, and mutually beneficial approach to living and working. Their solution is the Results Only Work Environment (ROWE), a movement to reshape the way things get done. ROWE is not a new way of working, but a new way of living, based on the radical idea that while you owe the company your best work, you do not owe them your time or your life. While it's a sweeping change, it requires only a basic adjustment in thinking: work is not a place you go – it's something you do.

In a ROWE, each person does whatever they want, whenever they want, as long as the work gets done.

In a ROWE, people get paid for a chunk of work, not a chunk of time. ROWE is not about having more time off; fewer hours may be worked, or even longer hours, but they're done on the worker's terms. ROWE is an intense focus on business results.

Ressler and Thompson point out that we labor under the myth that Time + Physical Presence = Results.

This myth applies only to work. Every other life activity – errands, chores (laundry, housekeeping, cooking, mowing the lawn) – is measured in results, not in time expended.

In an information & service economy it doesn't make sense to use time as a measurement for a job well done. Knowledge work requires fluidity, concentration and creativity.

Living our lives under a new set of demands in the knowledge economy, but under the old set of assumptions of the industrial economy, results in frustrated, burned out employees where few people are giving their best. "The fact that we get time wrong in corporate America may seem small, but [it] adds up to big problems both for employee and business.

Flextime isn't the answer either. It's limited (only certain days for certain people), conditional (we'll see how it goes and evaluate) and it's not based on trust (you're not working if you're working from home). Moreover, it's still attached to the traditional and obsolete notion of time as a variable of results.

Giving people complete control over accomplishing their work means completely giving up the old model of work. It means coming up with new methods of measuring performance and judging work. In a ROWE people are paid for outcomes, rather than time; they are paid for "a chunk of work" not a "chunk of time." As long as the work gets done is an absolute. The employer's job is to create “crystal clear” goals and expectations for what needs to get done on a daily, weekly, monthly and annual basis. It's up to the employee to meet those goals, with the coaching and guidance of management. If problems or challenges arise along the way, it's the work – not the hours worked – that comes under scrutiny.

ROWE requires adaptive change of people's underlying attitudes and beliefs change along with their behaviors. Adaptive change is defining the future state in real time. People have a hard time with this. Real change involves loss: the loss of habits, attitudes and beliefs. But if adaptive change is to occur, they must endure the examination of their beliefs and be open to reforming them.

ROWE is TiVo for work. TiVo gives TV viewers control. They watch what they want to watch, when they want to watch it. They're not held to schedules or to extraneous content. They have the freedom to watch TV on their own terms. There is no right way or wrong way to watch TV. They learn how to optimize their TV viewing experience. Similarly, ROWE optimizes work.

The right question to ask in a ROWE is "Am I dong what I need to do to meet my goals?"

What do you think? Does work suck? Can a ROWE work with your work? Are you in a ROWE? Does it work for you?

Let me know what you think. Post your thoughts in the comments section.

Random Factoids

2011-05-01T15:15:00.001-07:00

Presented below, for your edification and enjoyment (maybe), are factoids collected from recent readings. In no particular order…

From usa.com, “More Americans leaving the workforce” (04-13-2011):

In 2010, only 45.4% of Americans had jobs; the lowest since 1983, down from a peak of 49.3 % in 2000.

In 2010, only 66.8 % of men had jobs, lowest on record. Until 1960s, more than 80% of men worked.

From wsj.com “Out of Work, Out of Options and Over the Hill” (10-24-2010)

Of the 14.9 million unemployed, more than 2.2 million are 55 or older, according to the U.S. Labor Department. And almost half of those have been unemployed six months or longer. The unemployment rate in that age group is a record high 7.3%.

From cbsnews.com, Sunday Morning, “Baby Boomers: America’s New Unemployables” (04-03-2011):

While people over 50 are less likely to be laid off, those that are have only a 24% chance of finding a new job within a year. For those past 62 years, the chance drops even more.

“…employers are cautious about taking on not only the salaries [of Boomers] but the benefits they expect…Experience is less valuable to employers these days than being cheap.”

From The Sloan Center on Aging & Work at Boston College, (03-25-2011)

Employees approaching-retirement (55-65 years) and retirement-eligible (66 +years) are more engaged than are younger workers. There are no significant differences between older or younger workers regarding the job conditions that predict employee engagement.

The current trend of older workers continuing to work past the traditional age of retirement is creating new challenges as well as opportunities. While some employers may see the advantage of retaining older workers to avoid losing critical knowledge, other employers may still be hindered by the misperception that it may be necessary to make extensive (and costly) adjustments for older workers.

There is this idea among employers that older workers require a lot of accommodations…Older workers want the same things other workers want: opportunities for learning, job clarity, workplace flexibility, and supervisors who show concern for their well-being and recognition for a job well done. When these job conditions are met, workers of all ages are more engaged.

The ideas that older workers are inflexible, unable to adapt, and costly to employers, is outdated in the current context of longevity and health. People in their 50s and 60s may well be at their peak—on average they are energized, reliable, and engaged. The real cost that employers should weigh is the cost of losing experience. Older workers have typically accumulated valuable knowledge and resilience and can be vital contributors in the work place.

To me, these factoids, culled from different sources, re-enforces The Great Disconnect in the last post. If companies are serious about achieving innovation to re-gain competitiveness, they need to rethink their approach to acquiring talent; especially talent over the age of 50.

The flip side is that workers over the age of 50 need to be able to rethink their value to potential employers and be able to fit their value to employers’ needs.

Your take?

The Great Disconnect

2011-04-03T18:02:00.001-07:00

About a year and a half ago, I wrote a post about competing in the coming war on talent. The post cited a Forbes.com article that noted the critical nature of talent retention and recruitment as the economy improves: “Companies will need to keep their best employees and recruit talented people in order to be competitive.” Unfortunately, it seems that in the past 18 months, companies still haven’t learned the lesson.

A recent USA Today article notes that “employee loyalty is at a three-year low, but many employers are precariously unaware of the morale meltdown.” While frustrated workers seek new opportunities (often secretly), employers naively think their employee loyalty is the same as it was three years ago.

Employers have taken their “eye off the ball” with regard to what drives employee satisfaction and loyalty. In cutting wages and demanding that their workers do more with less – to pick up the slack of their laid off colleagues – they have increased their employees’ stress levels. Forty percent of workers note that heavier workloads, unrealistic expectations and longer hours have created tremendous stress levels in their lives. A third are confident that they can find new jobs that match their experience and salary within the next 12 months.

The Forbes article 18 months ago, noted the disconnect between employers’ and employees’ perceptions with current job satisfaction. It cited surveys that indicated up to 65 percent of employees were looking for new jobs. Employers – once again ‘grossly out of touch’ – thought that only 37 percent of their workforce were seeking new work.

As the economy continues to improve, as employers look to enhance their competitive edge, one thing we keep hearing is that innovation will be key to sustained growth. Yet employers lament that they’ve had difficulty in attracting employees with critical skills. It’s ironic that these employers’ talent recruitment policies often screen out talented people. Company websites’ career sections that proclaim that unsolicited resumes will not be considered ignore possible candidates that can add tremendous value. HR screening policies that focus on specific keywords in resumes as evidence of qualifications, risk those candidates who don’t “game” the system. Recruiters and HR managers that don’t consider functional resumes, but only chronological resumes, do their clients and employers an incredible disservice in an effort to make their jobs easier.

I am amazed, these days, at the vitriol of the comments posted on recruiting and HR blogs by job seekers. They are fed up with the seemingly irrational process of recruitment and selection, which changes, not only from company to company, but also among different recruiters and HR managers.

As companies look to enhance their workforces; as they seek to improve competitiveness and reach new levels of innovation, they need to be clear with their recruitment staffs that they want the best employees they can obtain. They need to take a hard look at their current employees and ensure they retain the best of the lot. And recruiting and HR professionals need to advise their clients and employers on why it’s in their best interest to identify, recruit and retain high performers. As the subject matter experts in this field it’s their responsibility to ensure that their companies have the workforce to be competitive in today’s economy.

So, what are your thoughts?

Do you agree there’s a disconnect between employers perception of their workers’ loyalty and reality? Does your company get it?

Do you know of companies that do get it? Do their talent recruitment and retention policies reflect their understanding of what truly motivates their employees?

The Power of Story

2011-03-27T16:47:00.000-07:00

I’m reading Jim Loehr’s book, The Power of Story: Change Your Story, Change Your Destiny in Business and in Life (Amazon link). Loehr is a psychologist who runs the Human Performance Institute in Orlando, FL, and works with world class athletes, business executives and other high achievers to hone their stories so that they perform at optimal levels. His premise is that we tell ourselves stories that help us navigate through life because they provide structure and direction. The stories we tell ourselves give our lives meaning.

Because the stories we create and tell about ourselves form the “only reality we will ever know in this life…and since it’s our destiny to follow our stories, it’s imperative that we do everything in our power to get our stories right” (Loehr’s emphasis). Most of us, he asserts, get our stories wrong; or more accurately, tell a story that’s really someone else’s – our parents, our bosses, our spiritual advisors and others who have influenced us throughout our lives.

Loehr argues that the most important story we tell is the one we tell ourselves: “if you aren’t the author of your own story, you’re the victim of it” and at the heart of our story is purpose, one of the fundamentals of good storytelling. Purpose gives our life story meaning, it is never small, but grand, heroic and epic; it’s our ultimate mission in life, the thing that continually renews our spirit. Our ultimate mission spells out our most overarching goals that we want to achieve and how we must do it – our values and beliefs. Thus, our ultimate mission/purpose must be clearly defined; and until we can define it, we can’t come up with our own story, and remain trapped by our old story.

Loehr offers step by step exercises to determine our old story; discovering where it is out of alignment with our values and beliefs and then developing a new story based on our ultimate mission.

So the story we tell about ourselves is what gives our life meaning – in our relationships, our spirituality and our work. If we’re not telling the right story we’re not living the right life, but someone else’s sense of our life.

Have you examined your story? Does it align with your purpose, your ultimate mission? If not, can you determine the voice in your story (your parents, your boss, etc.)? Can you find and retain your voice?

Is the story you’re telling yourself precluding you from really doing what you want to do? Can you articulate what you really want to do?

Can you write a new story?

What Do You Do?

2011-03-13T14:59:00.000-07:00

What do you do?

How do you answer this question? Do you give your job title: Car salesman, plumber, housewife, career coach? Or do you respond with WHAT YOU DO? Do you give what you do meaning?

I can’t recall where I read this, but it had an impact on me. In essence, the idea was to give meaning to our work rather than respond with a job title.

Instead of responding with a title: Car salesman, plumber, housewife or career coach; respond with meaning.

“I facilitate the process, from selection to acquisition, of customers choosing which automobile they wish to buy. I help them in this process, making sure they get exactly what want they want, within their price range” … or …

“I keep people above water” … or …

“I make sure that the most important people in my life get out the door every morning with what they need to be successful in that day” … or …

“I help clients figure out what they want to do next in their life and how they can achieve their goals.”

Can you give what you do meaning? Can you see by making what you do meaningful that you provide value?

What do YOU do?

Asset or Commodity?

2011-03-06T15:26:00.000-08:00

Most all of us start out our careers as commodities for our employers. Regardless of our profession, we’re pretty raw talent needing refinement. Early on we are given discrete assignments, with specific deadlines, defined by someone else. We’re rarely provided with a sense of how our tasks fit into the bigger picture of the overall project.

We’re assigned to write code for a particular piece of software without any sense of the final product; or research a particular issue and draft a memo, which will be part of a larger report to a client; or design a particular part that will fit into the larger product or system; or frame a house that has been designed by someone else.

In each of these tasks, we are given parameters that are decided by someone else: the boss –team lead, foreman, architect, division director, partner – to whom we’re assigned. They decide who does what, how much time should be allotted to the task, and they determine the quality of the finished product. However, the boss may also be a commodity.

In his book, A Whole New Mind (Amazon.com link), Daniel Pink notes the “three As” of Abundance, Automation and Asia that are influencing the shift from the information age to the conceptual age. In the information age, work was organized around knowledge workers – accountants, attorneys, doctors, engineers and executives – who acquire, organize and interpret data; and provide functional, logical and rational products and services. These workers, as educated and highly trained as they are, are commodities. Their skills are in abundance; their work can be easily automated and outsourced for cheaper, faster products. (A recent New York Times article reported on how new “e-discovery” software can analyze legal documents in a fraction of the time and costs that an army of lawyers used to.)

Commodities are easily replaced. Younger, cheaper, more nimble employees are always coming up through the ranks and ready to take their turn. If you have spent your career assembling a body of knowledge, an expertise, that is in overabundance or just no longer in demand, that computers can do faster and overseas labor can do cheaper, then you’re a commodity and in danger of being replaced.

Assets on the other hand, continually add value to an organization. Assets are creative, designing new products and services that improve the bottom line. Assets interact and empathize with clients to help define their needs and design solutions that fit.

So, what do you think? Can you distinguish yourself as either an asset or a commodity in your career? Are you comfortable with this distinction?

If you’re a commodity, are you comfortable with project-based tasks defined and assigned by others? Can you shift to more of an asset-based career path?

If you’re an asset, do you design products and service that continue to have meaning to customers and for clients?

The future ain’t what it used to be

2011-02-27T13:08:00.000-08:00

It seems that the future has been cropping up a lot of late and Yogi Berra’s quote sure hits home.

Chris Brogan, who blogs and consults on social media and business communications has been posting lately on the future of such subjects as marketplaces, work and media. You can check out his thoughts on these subjects here, here, and here respectively.

In addition, Mary Meeker, an internet and technology analyst recently published a report on The Future of Tech. Among the conclusions: technology will be SoLoMo. That’s not a new trendy neighborhood in New York City. It’s an acronym that stands for Social, Local and Mobile. She notes that shipments of Smartphones and Tablets will now outpace those of PCs and laptops. This phenomenon will emphasize connectivity, location and mobility.

There’s a lot of synchronicity among these reports on the future. All three of Brogan’s posts note that the future will be mobile and global and that while size of an organization will matter, the little guys will be able to compete with the big guys (and there probably won’t be any mid-size guys). He also posits that the future will be interactive, integrated and subscription based. We’ll be able to interact with each other and we will purchase bundles of products that will have ongoing updates to which we’ll have access via our subscriptions.

Brogan’s take on the future of work includes that work will be modular, or project-based; that it will be cause-balanced, we will seek out companies for their “social giving profiles” as much as for their products and services. Brogan argues that work will be smaller and bigger – that is, it will be dominated by really small companies and really big companies; mid-size companies will lose their luster. Finally, he notes that work will be goal aligned – that we will work toward personal goals rather than an end state retirement.

These are certainly different takes on the future we thought we knew. We thought that things like work, technology, markets and media were fairly easy to predict. They tended to be linear and static; the future described by Brogan and Meeker is dynamic, exponential and chaotic – “it ain’t what it used to be.”

Can you see yourself succeeding in a future that is mobile, global, integrated and serial? Can you define a role for yourself in such a future? Will it be the same role over time?

I’m reminded of another favorite philosopher’s take on the future – Yoda – who noted that “the future in flux always is.” May the force be with you.

The Office: Where Work Doesn’t Get Done or How Managers & Meetings Conspire to Prevent Productivity

2011-01-09T14:00:00.000-08:00

Jason Fried, of 37 Signals, speaks about why the office is not the place to get work done in a TEDtalks video; you can view the video here.

Fried notes that when he asks people “where do you go when you want to get things done?” the one answer that doesn’t come up is “The office.”

He notes that at the office one doesn’t experience a “work day,” but “work moments.” People need long stretches of uninterrupted time to get something done – that doesn’t happen at the office. Managers and Meetings (M&Ms) conspire to prevent work from occurring. M&Ms don’t exist outside the office.

To overcome the inefficiencies of M&Ms at the office, Fried presents three intriguing proposals guaranteed to turn the culture of the office on its head.

How about you? Where are you most productive? Where do you go to get work done? Are Fried’s proposals realistic? Can they overcome the M&Ms that conspire to prevent productivity at the office?

The Paradox of the Comfort of Crowds

2011-01-02T17:29:00.000-08:00

An interesting dynamic occurs with new clients. They sign on, initially, because their current job search isn’t working. They have a traditional resume, one that lists, in chronological order, the responsibilities of the jobs they’ve held over the years. They’ve posted this resume on a number of job boards and used it in applying for the positions listed on the boards and on company websites. They’ve waited for someone to contact them. And they’ve waited some more. Rinse. Repeat.

They get discouraged, naturally. Then they come to us. They want help; they can’t do this on their own. We show them something different: A framework where they differentiate themselves from everyone else. We write them a new resume, one that emphasizes their accomplishments over responsibilities. We coach them on how to speak to the value they can bring to a prospective employer. We help them build their brand. We coach them on how to network and create relationships with decision makers.

They get very excited. This is different. It will work. After all, the process they’ve been following hasn’t produced any results; it’s been a black hole.

So, they begin anew with great energy. They have a brand and a resume that shows how their brand works; and a LinkedIn profile that reflects their brand. This is really different. They’re really gonna stand out.

They reach out to people on LinkedIn; they join Groups; they follow companies. They post their new resume on the job boards, replacing their old one. They send it in when they apply for positions posted on the job boards and on company websites. They wait for someone to contact them. They consider selling life insurance or becoming a financial planner.

They may get contacted by a recruiter who tells them that he needs a resume that shows their responsibilities from every company they’ve worked for, in chronological order. They come back and ask for a new resume that looks much like their old one. They’re concerned that they don’t look like everybody else.

I had a recent conversation with a recruiter. I asked her how she saw 2011 shaping up for jobs. Her response was that it will be a great year for people who can articulate and demonstrate their value to prospective employers; those who rely solely on skill sets, not so much. The interesting thing is, with published positions – those posted online on job boards or company websites – skills are how HR folks determine candidates’ qualifications. Decision makers, on the other hand, are more focused on value.

If you’re in a job search and you’re relying solely on your skills you blend in with the crowd. Like the gunslingers of the Old West, if you’re relying solely on your skills, there will always be someone younger and faster and cheaper. It may feel safe in the crowd, but you don’t get noticed.

Value isn’t necessarily related to time or cost. Values relates to accomplishments rather than responsibilities. It appeals to the people who care; the people who make the decision whether to hire or not. Skills may get you in the door for an interview, but it’s your value that will get you hired.

Value stands out; it’s what makes you unique; it becomes your brand. Skills are necessary, but not sufficient, they don’t trump value.

So do you feel safe if you run with the crowd, by blending in with everyone else? Are you indistinguishable from others?

Or do you take the risk and stand out? Can you articulate and demonstrate your value? Can you stand out from the crowd?

What do you think? Is there safety in numbers? Is it worth the risk to stand out and stand on your value?

Are You Remarkable?

2010-11-21T15:49:00.000-08:00

More again from the wise Seth Godin: Check out this video from a talk Godin presented at TED, entitled “Sliced Bread and Other Marketing Delights.”

In this video, Godin notes how marketing has changed: Interrupting people to get their attention doesn’t work any longer, because we just don’t care. We have too many choices, too little time. What worked for the “TV Industrial Complex” – mass marketing that brought average products to average people – is no longer viable. The key is to reach people who care with things that are remarkable.

These ideas apply to one’s job search as well. Broadcasting (mass mailing) our resumes to potential employers has proven to be ineffective. Employers don’t care, and they have too many choices, not enough time.

We need to be remarkable to those that care.

We need to figure out what people (employers) want and give it to them. And we need to be remarkable, because being very good is average.

So are you remarkable? Can you identify your value and articulate it in such as way as to be remarkable for a potential employer who cares?

When I have clients that get frustrated with their search, one of the first things they want to do is develop a resume like the one they had before; one that looks like everyone else’s; one that is average. The second thing they do is quit networking – quit looking for people who care – and apply to posted positions on Monster, Career Builder and other job boards. This is not being remarkable. It’s being average. Employers don’t care about average; they don’t have time for average.

Remarkable is getting in front of the people who make decisions in the companies you’re interested in working for. Remarkable is listening to what their problems are and developing solutions for them. Remarkable is that you are the solution.

Is being remarkable easy? Of course not, if it was it wouldn’t be remarkable; it would be average. So this is hard work. It requires focus: How am I remarkable? Why am I remarkable? (Hint: See “Start with Why”.) It requires diligence: Who cares that I’m remarkable? How do I reach them?

So be remarkable. Figure out who cares. Figure out what they want and give it to them.

What do you think? Can you be remarkable? Do you know how you’re remarkable? Can you tell how to those people who care?

Are You Indispensable?

2010-11-07T16:58:00.000-08:00

It seems I’ve been reading about artists and artisans lately, in the most peculiar places.

Tom Friedman recently wrote a column in the New York Times about what the recent mid-term election should have been about. In usual Friedman fashion, he laid out a cogent argument. But one issue in particular stood out. Friedman cited economist Lawrence Katz, who notes that everyone today “needs to think of himself as an ‘artisan’.’’ Artisans were people who made things or provided services with a distinctive touch in which they took personal pride, prior to mass manufacturing. Today everyone has to be an artisan and bring something extra to their jobs; doing one’s job in an average way – in an integrated and automated global economy won’t cut it. “The age of average is over. We’re in the age of ‘extra,’ and everyone has to figure out what extra they can add to their work.”

This week, I’ve been reading Seth Godin’s Linchpin: Are You Indispensable? Godin’s premise is that in this “hypercompetitive world” workers must make indispensable contributions and be the linchpins – leaders and connectors – who make a difference; people who can walk into chaos and create order; someone who can make things happen. Godin says that linchpins are artists, who bring their humanity to work; who are brave enough to make a difference.

Godin talks a lot about how a number of artists can’t draw, but he says, “all artists can see.” They see what’s right and what’s wrong. They see opportunities and “can see around corners.” Art is creative, passionate and personal; it’s about intent and communication. “An artist is someone who uses bravery, insight, creativity, and boldness to challenge the status quo. And an artist takes it personally…The combination of passion and art is what makes someone a linchpin.”

As an artist, Godin notes, the job is not your work. Your work is what you do with your heart and soul.

And, says, Godin, art must have purpose. “Artists,” he says, “don’t think outside the box, because outside the box there’s a vacuum. Outside the box there are no rules, there is no reality…Artists think along the edges of the box, because that’s where things get done…that’s where you can make an impact.”

So, are you an artist in your work? Do you make a difference? Are you indispensable, or are you average and expendable?

What are your thoughts?

From Passion to Purpose – Doug: A Success Story

2010-09-26T13:06:00.000-07:00

Awhile ago I wrote a post entitled From Passion to Purpose? where in lamenting the permanent loss of jobs during this Great Recession, I discussed Geoff Bellman’s book Your Signature Path: Gaining New Perspectives on Life and Work, where he noted that “We don’t always need new skills to be successful; we often just need a new perspective.” I also referred to Simon Sinek’s admonition to “start with why,” to begin with your motivation and purpose as the basis for what you do and how you do it; which drive us toward discovering our passion.

Shortly after the publication of that post, I had a call from Doug, who wanted to share his story. Last year, Doug found himself unexpectedly laid off from his job as Director of Quality Assurance for a New England manufacturing company. At 57, he found himself out of a job for the first time in 26 years (full disclosure: Doug is my cousin). While Doug knew his manufacturing company was in trouble, he expected that he would be the one, in his words, “to lock the door, turn out the lights.” He saw himself as a key contributor to the company’s on-going operations. As Director of QA, he had been instrumental in establishing operations at their Mexico plant. It came as a complete surprise when he was informed that his position was no longer required. However, as he mentioned in our conversation, “it took me about ten minutes to get over it.” On the way to his car, with his personal effects, he began taking stock of his situation.

For some time, Doug had been a fixture on the local music scene, playing in a bluegrass band at venues in his community. He had an extensive network of local musicians in the region, from Connecticut, Rhode Island and Massachusetts. He loved playing with the band and jamming with others.

Doug and his wife, Melanie, were empty nesters – their kids “were off the books;” their house was paid for and they had health benefits through Melanie’s job. He figured he needed to bring in $2,000 a month to make ends meet. His six month severance package from his company would give them a cushion for awhile.

Doug started a business that incorporated his passion for music – as well as playing with his band, he books and advertises his friends and others in venues in the three state region. He also appears on a radio program that showcases the regional music scene. When he’s not playing with his band, he’s checking out other musicians’ at their gigs.

Doug realized he couldn’t make a living on his music alone, nor could he rely on just one source of income. He’s expanded his business to include event planning, providing all the needs of customers for their special events. Moreover, Doug didn’t burn any bridges with his old company. He does some consulting for them as well as for a handful of other clients. The retainer from one of his clients provides him more of a cushion for his needs.

Being laid off has enabled Doug to realize his inner entrepreneur. He’s a self described “semi-schemer,” networking all the time and thinking of new projects to take on.

Labor Day 2010

2010-09-06T16:57:00.000-07:00

Robert Reich recently wrote an Op-Ed piece in the New York Times entitled “How to End the Great Recession.” Reich’s pessimistic take on the failure of current efforts to stimulate the economy is because the structure of the economy has changed rather than due to the normal business cycle.

Reich notes that productivity enhancing software and outsourcing jobs to countries with cheaper labor forces have been among the contributors to many jobs vanishing from the economy and thus, the continuing high rate of unemployment. Reich argues that it will take a restructuring of public policies to encourage job growth and position America to be competitive in the future.

The permanent disappearance of jobs is one of the most difficult issues for those of us who counsel and coach people looking for their next position. Those clients in real estate related fields, financial services and other occupations have seen their jobs just evaporate.

Dan Pink, in his book, A Whole New Mind, wrote about the “3As” of Abundance, Asia and Automation. His thesis was that traditionally routine work that can be automated will be outsourced to Asian countries where smart people can do the work cheaper than their American counterparts.

The point is there are jobs that are not coming back and the people affected most are the middle class, which has long been the mainstay of this country’s economic well being.

So what can you do? Whether you’re employed or not, there are things you need to do to ensure that you retain your value (and your job):

Take responsibility – for both your own career and for being informed on how the changed economy affects your future. I’ve written plenty on the New Normal and strategies to navigate it relative to your career.

Be accountable – for your own career development. Don’t rely on the organization for which you work to provide a career path. Know your value; tell your story of how you influence outcomes that contribute to the organization’s bottom line.

Pay attention – regardless of your political leanings, don’t swallow the simple bromides that either incumbents or their opposition offer about what’s wrong with our nation. Make them go deeper with their explanations and proposals for improvement. Think about what they’re saying. Does it make sense, why or why not? Don’t succumb to the polarizing arguments that both sides present. Question them, get engaged, hold them accountable.

So what do you think needs to happen to remain productive and employed in today’s economy? Can you as an individual have an impact, if not on macro economic policy, on your economic policy – on your career?

From Passion to Purpose?

2010-07-18T16:07:00.000-07:00

One of the more disconcerting aspects of this jobless economic recovery is the disappearance of jobs that just won’t return. The vanishing jobs are, in large part, what keeps our unemployment numbers consistently high; there simply aren’t enough jobs to go around. Moreover, most experts agree that it will take a Herculean effort to create jobs to replace those that have been lost.

In an effort to get a handle on this issue, I’ve been re-reading a terrific book by Geoff Bellman: Your Signature Path: Gaining New Perspectives on Life and Work (you can preview the book here). Bellman wrote this book in the mid-90s, but it is a timeless piece on how to reframe what you see and act on it. I’ve been trying to find a resource for clients who, in transition, are looking for more meaning in their work. Bellman’s book may just fit the bill.

Bellman’s premise can be summed up in this quote: “We don’t always need new skills to be successful; we often just need a new perspective.” His book provides a number of relatively simple exercises to gain, and act on, our new perspectives.

Bellman notes that many of us seek purpose through our work; which dovetails nicely with Dan Pink’s Motivation 3.0, where engagement produces mastery – becoming better at something that matters. Bellman’s ideas also jibe with Simon Sinek’s admonition to “start with why;” to begin with your motivation and purpose as the basis for what you do and how you do it. Like Sinek, Bellman notes that we’re most comfortable talking about our practice – the “Whats” and the “Hows.” However, “the focus on practice can lead us away from our purpose. Our methods can lead us away from our meaning.” The “Whys” drive us toward discovering our higher purpose; they speak to our motivation, our passion.

Bellman goes on to address the intersection of passion and work, which he notes, are seldom considered together. He mentions that while the world of work is more demanding and less secure, people are hopeful about work as a path to life meaning (and this was 1996). He offers some additional exercises to assist in linking passion to work, entitled “Romancing the Grindstone.”

So how does Bellman’s book help retrieve those lost jobs? The obvious answer is that it doesn't; not directly. However, the disappearance of jobs that are unlikely to return provides the opportunity to re-discover one’s passion – why we do what we do. Starting with why may lead us to a whole different set of actions, maybe even a new job, that can provide more meaning in our life. The jobs that evolve from an approach of following one’s passion can replace those lost jobs that were defined by someone else.

So, can you gain a new perspective; one that focuses on your passion? Can you begin with why – focus on your motivation and purpose, rather than on the what and the how? Can you provide meaning to your work? Can you define your work with meaning? Can your passion drive your purpose?

The Future of Work

2010-06-01T18:24:00.000-07:00

I’ve been writing of late about the “New Normal” – the way talent needs to be acquired, developed and managed by organizations and by the talent themselves. Click on the YouTube link below and watch this short video of “The Future of Work.” I believe it aptly describes the New Normal.

http://www.youtube.com/watch?v=G8Yt4wxSblc

The video notes that the Future of Work will embody four critical characteristics:

Transparent – Productivity matters, all the time
Flat – Communication trumps location
Competitive – There will be no excuse not to know how
On demand – The word “career” is as outdated as the typewriter.

In the Future of Work individuals will have more freedom and power.

Can you see yourself in this New Normal of the Future of Work?

Can you demonstrate (constantly) your productivity, your value?

Can you work with, and be a part of, a virtual team, working with people all over the world?

Can you continue to learn of and use new tools to increase your value? Can you be an effective member of the crowd?

Can you envision a new world of work based on projects solved by those virtual teams rather than a career where you’re valued as a sole subject matter expert?

Can you assume responsibility for your own progress, not abdicate it to an organization?

Check out the video. How comfortable are you with the new paradigm? The New Normal?

Start with Why

2010-05-16T09:54:00.000-07:00

People don’t buy what you do; they buy why you do it.

Check out the YouTube video link below with Simon Sinek.

http://www.youtube.com/watch?v=qp0HIF3SfI4

Why do you do what you do? What’s your purpose, your motivation?

Here’s mine:

I believe there is a “New Normal” in the way talent needs to be acquired, developed and managed by organizations and by the talent themselves. I believe new career management models are required and that people need guidance in navigating the uncertain, often turbulent waters of the New Normal.

By writing about the changes I’m observing, I can help people navigate the New Normal.

I counsel and coach clients about how to navigate through their careers.

So what about you? Can you start with why and work towards what? Can you explain to a potential employer why you do what you do? Can you articulate your purpose, your motivation?

Wouldn't you rather work for someone – or an organization – who started with why?

Book Review: "Drive: The Surprising Truth About What Motivates Us," by Daniel Pink

2010-05-09T12:27:00.000-07:00

In Drive: The Surprising Truth About What Motivates Us, Dan Pink has written a book about motivation and the problem that most businesses haven’t caught up to what really motivates us.

“Too many organizations – not just companies, but governments and nonprofits as well – still operate from assumptions about human potential and individual performance that are outdated, unexamined, and rooted more in folklore than in science.”

The pursuit of short-term incentive plans and pay for performance requires an upgrade to Motivation 3.0, which incorporates three essential elements: Autonomy – the desire to direct our own lives; Mastery – the urge to improve on something that matters; and Purpose – the desire to do something in the service of something larger than ourselves.

Pink’s Motivation 3.0 is the logical evolution from two previous societal “operating systems” – the laws, social customs and economic provisos that “sit atop a layer of instructions, protocols, and suppositions about how the world works.” Motivation 1.0 was a basic survival operating system of early humans – the hunter-gatherers – whose day-to-day survival governed their behavior.

As civilization progressed and became more complicated, economic rules spawned a new operating system of external rewards and punishments – Motivation 2.0, which was extremely effective for rule-based, routine tasks of the type that prevailed from the Industrial Revolution up through the mid 20^th century.

The carrot and stick approach of Motivation 2.0, however, has become unreliable for how we organize what we do; how we think about what we do; and how we do what we do. In fact, in our current operating system, Motivation 2.0 tends to “extinguish intrinsic motivation, diminish performance, crush creativity and crowd out good behavior.” It can encourage unethical behavior, create addictions to rewards that distort decision-making, and foster short-term thinking.

Thus, an upgrade is required – Motivation 3.0 – for the smooth functioning of 21^st century business, which depends on and fosters the inherent satisfaction of the activity itself; what Pink call “Type I” behavior. Type I behavior leads to “stronger performance, greater health and higher overall well-being.”

Pink shows how companies that are embracing the upgrade Motivation 3.0 and its basic elements are outperforming those that continue to employ the old Motivation 2.0 carrot and stick techniques.

The “default setting” of Motivation 3.0 is autonomy and self-direction. People need autonomy over task (what they do), time (when they do it), team (who they do it with) and technique (how they do it). Management’s role, then, isn’t about walking around and seeing if people are in their offices at certain times; it’s about creating conditions for them to do their best work.

While Motivation 2.0 required compliance, Motivation 3.0 demands engagement. Only engagement can produce mastery – becoming better at something that matters. Mastery abides by three basic rules. Mastery is a mindset – it requires the capacity to see your abilities as infinitely improvable. Mastery is a pain – it demands effort, grit and deliberate practice. And mastery is asymptote – it’s impossible to realize fully.

Autonomous people, working toward mastery perform at very high levels. But those who do so in the service of a greater objective – greater than themselves – achieve even more. Thus, in Motivation 3.0, purpose maximization, along with profit maximization, is an aspiration and guiding principle. Pink contends that the “move to accompany profit maximization with purpose maximization has the potential to rejuvenate our businesses and remake our world” (my emphasis).

So, if you’re running an organization, are you running on an outdated operating system or have you upgraded to Motivation 3.0, which will provide greater performance. As an individual, can you embrace the elements of Motivation 3.0 to enhance your performance within the organization?

Perhaps a greater question is, can organizations and individuals upgrade to Motivation 3.0 or are we doomed to run inefficiently on an old, obsolete operating system?

Rethinking Your Comfort Zone

2010-04-25T16:00:00.000-07:00

In the New Normal if you’re not adding value to the organization, you’re not of value to the organization. This means you can’t afford to get comfortable in your position. You need to be able to speak to your contribution to the organization; you need to be constantly contributing; and you need to be comfortable doing so.

Among the 6.5 million long term unemployed people in the U.S., many are having trouble getting out of their comfort zones. For many years, they were well rewarded for being comfortable. They worked at their companies; did their job; came in at 8 AM and left at 5 PM. Occasionally, they may have been involved in a special project or two. They survived acquisitions, restructurings, and for a time, layoffs. In the meantime, they earned a good living; received annual salary increases; they enjoyed a lifestyle that their income enabled. And they got comfortable.

The problem came when they were eventually laid off from their job. They hoped for a quick rebound. They may have taken a few weeks – or a few months – off. They may have enjoyed their time off; got some projects completed around the house; took a family vacation. Then they were ready to get back to work. They drafted a resume; one that noted that they had 20 years of experience; one that spoke to their responsibilities. They may have listed every project they worked on since graduating from college. Then they posted it on Monster.com or CareerBuilder, or both. And they waited. They may have applied to a few positions that they felt they were perfect for. And they waited. They may have been contacted to sell insurance or be financial advisors, but not much more.

Weeks of unemployment stretched to months. Some have hit the year mark without a job. They may have changed tactics in their search. They may have a profile on LinkedIn.com. They may be attending networking sessions with other unemployed folks. They may get the occasional interview.

What they can’t do is clearly articulate why the organization should hire them; how they would add value to the organization. What they did for 20 some odd years isn’t of value any longer. They are members of the “Too’s Club:” too experienced, too old, too expensive.

Over the years they’ve gotten comfortable with their lifestyle and their perceptions of work. They’ve known their roles with the company and what was expected of them. As long as they met expectations, they were safe.

Unfortunately, expectations have changed. It’s not enough to meet or even exceed expectations. These days, you have to be able to define expectations. You have to be able to say how you can meet the organizations needs, which means you need to know what their needs are. And you have to show how you've been successful in similar situations in the past: “I’ve done it before; I can do it for you.”

All this means you have to rethink what you’ve done; how it affected the organization (the company or the team) you were part of. What were your accomplishments? How can they be applied to the organization you’re interested in now?

This also means that the role you’re seeking may be very different from the roles you’ve had in the past. An organization (company or team) may be willing to hire you, but only in a temporary, project-based role. Once the project is over, you’re done. You may spend the next ten-to-fifteen years of your career going from company to company, from project to project. You may have to get comfortable with being the person who finds work, rather than having work assigned to you by someone else.

This could well be the world of work in the New Normal. Can you rethink your comfort zone? Can you work completely differently than you have in the past? Can you adapt to the New Normal?

Re-calibrating Value in the New Normal

2010-04-11T15:18:00.000-07:00

I wrote about the “New Normal,” and how it applies to career management, a few weeks ago. Basically, the new normal is a whole new way of doing business – both in terms of how organizations operate and in the talent they recruit. In this new normal, businesses will rely on people who can contribute to the bottom line – who can bring real value to the organization. Moreover, to recruit such talent, they will rely on referrals from people they trust. Thus for the job seeker, demonstrating one’s value and nurturing one’s network are paramount to success in the new normal.

Demonstrating value is about telling your story of how you have influenced outcomes. Relying on number of years’ experience, listing responsibilities of past positions, doesn’t convey value. Not in the new normal. You have to articulate how that experience and how those responsibilities contributed to the organization’s goals; to its bottom line. You have to tell a story that demonstrates value: You've done it before, you can do it again.

So how do you re-calibrate years of experience and increasing levels of responsibility to value? You begin by focusing on accomplishments rather than responsibilities and you fashion stories that reflect these accomplishments; and you do it concisely. There are a number of acronyms to frame your stories: CARs, SARs, STARs and SOARs. Each focuses on a problem, situation or opportunity that required action; the action taken to address them, and the results or outcomes of those actions and their impacts on the organization. Look back at your recent assignments and your achievements. Fit them into the model – context, action, results – and determine your value.

A number of my clients protest that they can’t determine the value of their actions. Results don’t have to be measured quantitatively in terms of dollars earned or saved or time saved. Results can be qualitative as well. Perhaps you initiated a new strategy that changed the direction of a program in trouble or turned around a disgruntled customer. Maybe you trained staff in the outsourced assembly or manufacture of a product. Or you might have convinced a group of decision makers to go in a different direction, which made the organization more relevant in its market.

One way to determine your value on a project is to take yourself out of the equation. What would have happened if you weren’t there? Kind of like Jimmy Stewart’s character in the movie “It’s a Wonderful Life.” If you hadn’t been involved in the project, would the outcome been the same? If not, that’s your value. You were able to influence the outcome for the better – for the team, for the organization.

Many clients, especially men, note that they can’t take credit for outcomes as they were part of a successful team. Actually, they can, and so much the better as most work in today’s organizations occurs in teams. If you were part of a four person team that developed a new, successful approach to a tough problem, it doesn’t mean you take 25 percent of the credit. Each member of the team can take 100 percent of the credit. What you can’t do is take 100 percent credit and portray the successful result as individual effort.

Once you have determined your value, tell your story. Tell it in an interview in response to the questions “tell me about yourself” and “what are your strengths.” Tell it to your friends and colleagues in your network. Don’t be obtuse about it. Don’t pitch everyone you run across about the great things you’ve achieved in your career when you meet them. Find out what their challenges are. Remind them, gently, how you've been successful with similar challenges in the past. Let them know what you can to for them.

In today’s highly competitive environment, where more candidates are competing for limited positions, conveying one’s value is critical to success. In the new normal, where organizations seek talent that will contribute to its bottom line, conveying value is vital. It differentiates you from everyone else, from the competition.

Have you re-calibrated your value for the new normal? Can you tell stories of the value you bring to an organization?

Back to the Future: My First Blog Post

2010-03-28T13:10:00.001-07:00

I wrote my first blog post back in November 2008; problem was I didn’t have a blog to post it to at the time. The post was based on one that Seth Godin, the author and entrepreneur, posted on his blog, Marketing lessons from the US election, where he commented on the successful elements of the Obama’s campaign for the presidency. His comments really resonated with me as they relate to people in their job searches. With a few adaptations, below is what I drafted at the time. Read Godin’s post first; then read mine below. Regardless of your political persuasion, can you see the lessons for marketing yourself in your job search?

Stories really matter. People need to talk about their accomplishments rather than their responsibilities. Stories about what you’ve accomplished throughout your career add value to prospective employers. However, the stories need to be relevant and concise, to the point. If the audience can’t relate to the story it’s no good. If the story teller rambles on, they’re losing the audience and the story is no good.

TV is over. What Godin is talking about here is broadcasting. Tactics like direct mail are not effective. Hiring and HR managers are busy people and are selective about what they want to read. Saturating the airwaves / mail doesn’t do any good. While you need to employ technology more in your search, it needs to be strategic technology.

Permission matters. This is where social networks, like LinkedIn.com, come in. By reaching out to select folks on LinkedIn, FaceBook and Twitter, asking permission to connect with them and taking care of the list of connections, you build a network that can help in finding the next position. Frankly, this is where you ought to be focusing your job search efforts.

Marketing is tribal. By building the list of decision makers from sites like LinkedIn and nurturing the list, you identify your tribe. For example, PMPs (Project Management Professionals) know intuitively that their tribe members are other project managers with PMP certification. They know how other PMPs will behave, what processes they employ to do their work. Engineers are another tribe; as are IT folks (although with many “sub cultures” within them – developers, DBAs, network administrators, etc.). What about people looking to join a new tribe, those unsure about what they want to do next or knowing they want to do something else? Again, they can use social networks to identify tribes which they might want to join. Not create a new tribe, but find a new tribe. Identifying one’s tribe is critical to success.

Motivating the committed…By creating lists of decision makers who are asked permission to be on the list; by nurturing them and becoming a member of their tribe; by seeking their advice and keeping them apprised of the unfolding situation, you build a network of motivated tribal members who will act on your behalf.

So how is your search campaign unfolding? Are you using marketing techniques that are effective or are you doing the same old, same old? And how’s that working for you?

Ctrl_Alt_Del: Time to Reboot Your Search?

2010-03-21T11:29:00.000-07:00

So you’ve been engaged in your job search for some time and you’re getting discouraged. Lots (perhaps hundreds) of applications have been completed – online and on paper – and nary a word from the HR departments. Frustrating no? So maybe it’s time to rethink your approach; to reboot your search.

Let’s review your basic tools and how they’re being used in your search.

First off, your resume: How’s it working for you? Does it tell the story about the value you bring? Does it differentiate you from others or are you just part of the pack? Are you specific about what you’re looking for or do you show that you’re so desperate you’ll do anything? Are you leaving it up to the reader- whether HR or hiring manager – to figure out what your strengths are and how you can meet their needs? If so, that’s unfortunate, as they don’t have the time to figure out how you can fit in their organization.

Second, your online presence: Oh, you don’t have an online presence? You’re not on LinkedIn for example? Hmmm, how’s that been working for you? You should have, at minimum, a profile on LindedIn.com. Your LinkedIn profile should complement, not duplicate, your resume. Together, they help establish your brand. You can scoff about this “branding thing,” but the reality is if you can’t demonstrate unique value, you’re part of the pack; no way will you stand out in the current competitive market for talent. Moreover, recruiters, HR folk and hiring managers are relying more and more on online searches to identify potential candidates. If you’re not out there, you’re not there.

Third, your network: How’s it working for you? Are you connecting with the right people – that is, are you connecting with decision makers who can either hire you or point you in the direction of someone who can? Are you letting friends and former colleagues know specifically what you’re looking for? Are you telling them the right story about what it is you do best? Conversely, are you helping those in your network? Are you expressing an interest in their concerns and challenges, or are your conversations all about you? Remember, networking is a process, not an event.

Interviewing: Often a new client will tell me “if I can get in front of people, if I can get the interview, I know I can get the job.” Many clients will halt their search once they have an interview. “It went well,” they’ll say; “we really connected, it turns out we both went to the same college and we’re both big Rockies fans.” “So,” I’ll ask, “what are their big challenges (the company’s, not the Rockies)? What was it about your resume they liked? What do they look for in building their team (again, the company, not the Rockies)? What’s the next step? How did you follow up afterwards?” Blank stares.

If any of this sounds familiar, it may be time to reboot your search. Start over. Develop a resume that expresses the value you’ve accumulated. Make sure it tells the story you desire – where you want to go; not where you’ve been. Develop an online presence that complements your resume. Post a profile on LinkedIn and participate in the community. Join groups and participate in their discussions; answer questions that demonstrate expertise; build connections that matter. Develop your brand. Use and nurture your network. Connect with people you don’t already know; get to know them. Find out what their challenges are. Be seen as a resource. Connect them to others who might help them. Research the company before the interview. Know what their challenges are. Ask questions about how they intend to address these challenges. Tell brief stories about how you’ve addressed similar challenges. Be seen as a resource. Follow up. Don’t just send a thank you note, but reiterate how you’re the best candidate for the job. Note how your past experience and current skills fit what their looking for; be specific. Create your brand.

So, is it time to reboot your search? To develop new tools that are more effective; that tell your story and identify your brand?

Change the Conversation

2010-03-14T13:26:00.000-07:00

Whether networking or evaluating employment prospects we tend to assess how we feel about the opportunity: How can this new person I’ve met help me? Does the compensation for the new job fit my goals? Will I have the authority to accomplish what is expected of me?

As job seekers, we’re encouraged to know and articulate our value; tell our story; build our brand. And I’m among the guilty: working with clients to get them comfortable conveying the value they bring to the table.

An unintended consequence is the What’s In It For Me syndrome or WIIFM in today’s electronic shorthand; a rather egocentric approach to a conversation, where we’re pitching ourselves and our talents to anyone willing to listen.

How many of us want to engage in conversations where the purpose is for someone to pitch us on how good they are? How many of us are comfortable in conversations where we feel compelled to pitch ourselves?

But what if the conversation changed? What if, instead of pitching ourselves, our intention is to find out how the other guy is doing? What’s on their mind? What are their big challenges and problems? Maybe, instead of WIIFM, we ask HAYD – How Are You Doing – or WOYM – What’s On Your Mind?

Now how do you feel? If you’re asking someone what their problems are, are you more inclined to listen to how you might help them? Does your intention flow from being of assistance rather than from pitching yourself?

Shifting the conversation doesn’t absolve you from knowing and articulating your value. It just means that you’re not obligated to lead with you, but how you might help. So change the conversation. Ask about how they’re doing; and listen to what they say.

The New Normal

2010-02-28T14:21:00.000-08:00

I’ve been participating in a conversation on LinkedIn.com on how the world of searching for new jobs has changed and how to define the “new normal” relative to career management and job searches. This discussion got me to thinking about the new normal and how it will play out in the world of work.

The first thing I did was Google “the new normal,” which yielded about 350,000 hits. When narrowed for “careers,” 128,000 hits emerged. The hits address everything from job search techniques by the unemployed to talent acquisition by companies. Clearly, the match of people to corporate positions and needs is of ongoing interest, even in a recession.

Two of the more interesting articles came from Stephanie Klein, of The Boomer Group, and Dan Finnigan, of Jobvite Blog. In a blog post about trends in the Denver employment market, Stephanie Klein noted that as companies begin to bring on additional talent, they are shifting in how they are finding candidates and what they’re looking for. In the “new normal, companies are seeking candidates who can have a direct and immediate impact on the bottom line.”

In a two part blog post, last December, Finnigan examined the new normal from the perspectives of both job seekers and employers. Finnigan began by noting that the new normal “means that we have to seriously rethink – and literally rework – much of what we do in business, including how we find, hire and manage people.” He noted that employers hire all the time; even in January 2009 – the worse month of job loss – when 741,000 jobs were lost, 4.4 million people were hired; many of these new hires were “strategic replacements” to bring in needed expertise and knowledge. In recruiting new hires in a recession or slow recovery, employers will focus on the highest quality candidates. In order to attract such candidates, referrals and relationships will be the preferred, low cost approach. These referrals and relationships will be created across the current and emerging social media platforms – LinkedIn, FaceBook and Twitter.

So what does this mean for the job seeker? According to Finnigan, “we are all jobseekers…all the time.” He mentions the need for “pro-active career management” where we’re “always looking toward the next assignment.” The key tool for this continuous career management? Networking – professional and social networking online, developing offline contacts, helping others, building a solid reputation. Moreover, we will need to continually “construct, discover and fuel” our networks; not relying on any one technology, but “weave” it into all we do.

So, as a continuous jobseeker that has to demonstrate bottom line impacts, what’s your career management strategy for the new normal? How will you let people know about the value you can provide prospective employers? What will be your new normal in a world of constant change?

Lemonade Video

2010-02-21T10:22:00.000-08:00

My friend, Dan Larson, pointed me to this inspiring video about folks turning lay-off lemons into creative lemonade. Check it out.

Can you take a pink slip and make it into a blank page?

Are you inspired by the stories in this video?

What can you put on your blank page?

How can you make lemonade?

http://www.hulu.com/watch/120840/lemonade

Relaxed, Refreshed, Renewed

2010-01-31T12:21:00.000-08:00

Camille and I have returned from our annual Mexico vacation. We’ve found a great little resort, Merece Tus Sueños, in the fishing village of Troncones on the Pacific Coast where we’ve stayed the past two years.

A critical goal of our vacation, of course, is to relax. I take a bunch of novels with me and plow through them. This tends to push out the stressed based work stuff and makes room for new thoughts, ideas and goals. Camille achieves her relaxation by heading to the beach and spending much of the day in the water, body surfing.

Another critical goal for us is to refresh; to begin the process of thinking of new goals – both personal and professional – we want to accomplish in the coming year. We spend a lot of time talking about where we see ourselves a year down the road.

Finally, we look to be renewed; to come out of our 10 to 12 days excited about tackling the goals we’ve decided upon.

As I thought about my goals for 2010, I borrowed a technique from Chris Brogan. Chris is a social media marketing expert, who recently wrote about his annual approach to goal setting. He basically comes up with three words to frame his activities for the year. You can read about his three words for 2010 here.

So, borrowing from Chris, I came up with my own three words to frame my activities for 2010: Partnership, Connection, and Networking. These are relatively interrelated words, meant to frame how I will work with clients and colleagues throughout the year.

Partnership reflects how I see my relationships with clients and colleagues. Rather than a subject matter expert who provides a specialized service, I see myself as a strategic partner whose skills and expertise complements those of my clients and colleagues. I hope to grow that feeling of partnership with those with whom I work. To me, this is the most rewarding aspect of working with people.

Connection relates to how I want to be in the world in which I work. As a partner to clients and colleagues, I want to relate to their needs and desires relative to the projects we’re engaged in. I don’t need to know everything that’s going on in their lives, but I do want to know what’s motivating them regarding the project we’re working on.

Networking is my third word. It refers to the fact that I need to take my own advice and reach out to people. I’ve been so busy working for clients the past year that I’ve neglected my own network. To this end, I will be reaching out to folks who are first degree connections in my LinkedIn.com network. For this idea, I thank my friend Erika Hanson Brown, networker extraordinaire, who started her own exploration of first degree connections on LinkedIn and has inspired me to do the same. So expect a call or an invitation for coffee over the next few weeks.

So, how are you framing your actions on your 2010 goals – especially those related to your career or job search? Do you have three words around which you can organize your efforts? What three words or concepts can inspire you and renew your energy around your career?

Not Your Father’s Career

2010-01-10T17:31:00.000-08:00

My father had three careers, but with the same organization. He worked for the federal government, 20 years in the military, another ten as a civilian. In fact, one week after retiring from the Army, he went back to the same group at the same desk as a Department of Defense civilian employee. When he retired from that position, he worked another three years as a Defense contractor.

About a year ago, Dad and I had a conversation about what I do. I explained that I worked with clients, many of whom were looking for their next career and that many of these folks were in their mid 40s to early 60s.

“Shouldn’t these guys be thinking of retirement?” asked my father.

“Dad, you’re 86 years old; hopefully I’ll live at least as long as you, as will many of my clients. Most of them expect to work another 15 to 20 years. How long have you been retired?”

Dad replied, “Geez, about 20 years.”

“That’s a career in itself,” I noted. “How long was your father retired before he died?”

“Just 10 years.”

That conversation showed how, in three generations, the concept of careers and retirement has changed. Both my grandfather and my father worked for one employer their entire career. My grandfather worked for The Phone Company – there was only one then – and lived on his pension for ten years after retirement. My father has enjoyed two retirement pensions – with cost of living allowances – from the federal government. Moreover, he receives pretty good medical benefits (as does my mom) as a retired military officer. Now those benefits, the COLAs and medical, have been subject to changes throughout his retirement, but he and my mother enjoy a good life as senior citizens. They are not burdens to my sisters or me.

I don’t begrudge my father and mother their well being in retirement. I have memories of my dad, as an Army NCO stationed in the Washington, DC area, working a second job to support a growing family. He spent most of his Army career overseas, separated from his aging parents; and a year in Vietnam in the 1960s separated from us. In my mind, he’s definitely earned the benefits he enjoys now.

However, how many people currently working, regardless of their age, feel they can live on their retirements for over 20 years? Not many of us. How many of us can expect to work for one employer throughout our career, one who will provide the pension for us to live on? Again, not many of us. We will experience, if we haven’t already, more than one career with more than one employer throughout our lives. The model of our fathers’ and grandfathers’ careers (and retirements) doesn’t apply any longer.

We need a new model, one that doesn’t yet exist. Moreover, one model will not, most likely, fit everyone. So, in effect, we require new models that can work for people as they progress throughout their careers. In a report last fall, completed for the MetLife Mature Market Institute, entitled “Buddy Can You Spare a Job, researchers noted that Boomers “may both need and want to work longer than previous generations, or longer than they may have anticipated.” The average age workers between 55 and 70 expect to retire is about 70; workers between 66 and 70 expect to retire at 76. So as Boomers, we plan – or need – to work 10 to 15 years longer than our parents did. Our kids may even have to work longer.

How do we plan to remain productive in a rapidly changing economy? How can our past experience provide value to employers? How do we promote our value?

The MetLife report identifies five critical success factors for older job seekers. They are actually great factors for workers of all ages to keep in mind:

1. Realistically assess the changing local employment markets in your region;

2. Translate past experience into future value for a potential employer;

3. Update your technology skills;

4. Keep your network of contacts fresh and active;

5. Manage your ambivalence about work.

My father and grandfather basically did the same thing throughout their careers. They both had clearly defined career paths. They knew what to expect next. We don’t. We can’t rely on the loyalty to an organization or from an organization to support our careers.

The old model doesn’t apply any longer and we need a new one. Any new model will be developed for and by individuals for their particular careers.

What’s your new career model? How will you sustain productivity and value for employers? The five factors outlined above are a good start.

What’s on Your Mind?

2010-01-03T16:12:00.000-08:00

Happy New Year! I hope that 2010 is off to a good start for you and your family.

The beginning of the year is frequently a time for reflection. How did the past year play out; what lies ahead in the coming year; what goals need to be developed? Often these occur in the form of New Year’s Resolutions.

There’s no exception here. While I’m not typically big on New Year’s Resolutions, I’ve come up with three for me in 2010. This year I resolve to clean up my Outlook Inbox and keep up with emails: Reply quicker to those that require responses; file those that have been addressed; delete those that are no longer relevant.

I also resolve to keep up with my reading file. I carry a folder in my briefcase of articles, reports and downloaded items that I feel I need to read. Often the briefcase, with the reading file, gets tossed in a corner of my office and gets picked up for the trip home and tossed in a chair in my home office (sense a pattern here?). My resolution is to actually read the material in my file; then file, toss or forward it on.

My final resolution deals with this blog. I resolve to try and write a new post every week. This has been my intention since I started, but I’ve noticed that I’m tending to slip to publishing posts about every other week. My goal in 2010 is to publish weekly.

In order to keep my resolution of publishing weekly posts I’d like your help. I’d like to know what’s on your mind relative to your career transitions. What issues would you like to see covered here that could be of help to you? What conversations could we engage in that would be of interest or assistance to you?

My intention in writing this blog is to be of service to folks in transitions – especially in their careers. My hope is to create a conversation and stimulate thinking about careers and transitions. So I’d like to know your thoughts on the issues of concern to you as we enter a new year, a new decade.

What’s on your mind?

You can let me know in the comments section below or email me at sawoodard@comcast.net. I look forward to hearing from you.

It’s a Process, Not an Event

2009-12-20T15:45:00.000-08:00

Two people whose blogs I follow religiously – you know about being religious; you may not check in regularly, but you are faithful – are Tom Peters and Seth Godin. These are thought leaders in their fields and often have posts that change the way I think. Two recent posts really hit home.

I often work with clients to create profiles on LinkedIn.com. It’s become a reality that social networks, like LinkedIn, Facebook and Twitter, are critical to building and maintaining one’s brand – differentiating oneself from the rest of the pack. Many of my clients – especially those of a certain age – don’t quite get this yet. They may reluctantly post a profile on LinkedIn and then ignore it. Social networks are online communities. Like most communities, they require participation to be effective. You can’t just show up; you’ve got to contribute. Most folks just want to show up; have a presence on LinkedIn, and expect the world to beat a path to their door. They get discouraged when it doesn’t happen. They’ve posted their profile, but no one seems to care.

Another group may be more active. They troll LinkedIn, extending invitations to connect. They get pretty excited when their invitations are accepted and their connections build. “Oh yeah,” they’ll say, “I’m on LinkedIn. I’ve got over 100 connections.” The problem is they’re still not contributing; they’re just collecting.

Godin recently posted about the reason social media is so difficult for most organizations. He noted that it’s because social media is a process, not an event. Events are easy to manage; processes build results for the long haul. The same holds true for individuals and their participation in social media. Posting a profile is the event, but effectiveness comes from the process of contributing. LinkedIn has groups to join and Q&A sections to participate in. Contributing to both raises one’s profile in LinkedIn and sets one apart from the millions of other, more passive, profiles on the network.

So, having encouraged you to contribute to the social media community and be involved, virtual participation isn’t enough. Peters hosted guest blogger, Karyn Polewaczyk, who in her post Meeting Up: The New Black, reminds us that we shouldn’t confuse the importance of virtual contacts with the value of face-to-face interactions. There is no substitute she admonishes us, for presenting our “best, polished self in realtime. Social media is the fancy awning that hangs from a building; human interaction is the bricks and mortar.”

Part of the process of networking is getting in front of people; actually connecting and building relationships. My friend Peter Larson notes that it’s all about relationships. The people with whom you take time to build relationships will most likely be the folks that help you find your next position. They will have an investment in your well being and will want to see you succeed.

So the process of building relationships occurs both in social networks and face-to-face. It’s not an “either or”, but a “both and.” Be active in and contribute to your social network community. Meet face-to-face with those to whom you’re connected. Build relationships.

Heal Thyself

2009-12-06T16:09:00.000-08:00

A couple of weeks ago we addressed the need to Know Thyself; this week, we will address the need to “Heal Thyself.”

During the last week, I’ve been struck by comments about how the long-term unemployed are struggling emotionally: A colleague shared that a client of hers appeared to be exhibiting symptoms of clinical depression as a result of his year long unemployment. A client of mine revealed that he and his wife were about to engage in family therapy, as they were having difficulty adjusting to a more limited lifestyle based on the significantly less income he has earned over the last year.

I’ve addressed this in past posts – one on core beliefs and another on feelings, beliefs and behaviors with the help of my wife, Camille. However, the comments by my colleague and my client have really brought these issues home. How can we as consultants and coaches help our clients facing tough emotional issues related to their changes in employment? Again, relying on Camille’s expertise as a therapist and spiritual practitioner, my sense is that these folks need to help themselves. We can suggest changes in behaviors; point out how feelings and beliefs are affecting intentions; and let them know they are not alone; but it is up to the client to take charge and make the necessary changes to get back on track.

These changes may include – like my client and his wife – seeking help from mental health experts. Career consultants can offer strategies to improve the job search, but we’re not typically qualified to address the issues that affect our clients’ mental and emotional health or financial issues. We can suggest that clients might need to seek the advice of a therapist or other advisor; but it is up to the client to take the appropriate action, to make the call.

Similarly, mental health therapists and other advisors can make suggestions, point out issues and behaviors and offer changes. However, it is up to the client to execute on their advice. They have to do the work; they have to take the initiative.

Some behaviors can be changed without the help of a therapist. For example, simply pushing yourself away from the computer may be a first step. Instead of cruising the internet, get out and meet people. Attend a networking group with people in your profession. Focus on those groups that don’t attract only other unemployed people. There is no sense in hanging out with people who will feed your current emotions. Most professional organizations hold local regular meetings. Seek them out; learn what is happening in your profession. Find out who the leaders are in your profession in your region. Connect with them and ask for their insight on the profession and advice on the companies you should focus on.

Volunteer. Get out and work with groups that serve the down and out. If you want to feel better about yourself, work with those who are worse off. Believe me, there are folks who have it tougher than you. ‘Tis the season for helping; pick an organization and offer your help. No doubt the organization will be happy to have you.

Take a class. Learn something new. Exercise your brain. It doesn’t have to be related to your career, but it could. Pick something that you’re interested in and will challenge you. And hang out with your classmates; discuss what you learned in class; do your homework together.

So, if you’re feeling depressed as a result of the loss of your job; if you’re feeling paralyzed and can’t get out of the rut you’ve found yourself, help yourself by getting help or helping others.

Know Thyself

2009-11-22T17:15:00.000-08:00

In preparing clients for interviews, I emphasize that if they can answer three key questions, they will set themselves apart from their competition. These questions are asked in some shape, manner or form of all candidates in almost every job interview:

Tell me about yourself.
What is your management/leadership style?
What is your greatest strength?

Your responses to these three questions demonstrate self knowledge. They show that you know what it is you do and how you do it. If you can articulate this, you’re far ahead of your competition. Most of us have difficulty with these questions. We don’t think about our value to an organization; we just do our job. The problem is, if we can’t articulate what it is we do well, how can we expect a prospective employer to figure it out? Or our current employer? They don’t have time to figure out how you can fit in their organization. It’s your primary job to be able to articulate your value to them. And yet, most of us wrestle with these questions.

So, how do you respond to these questions? The secret is in knowing what interviewers really want to know when they ask them; why they are asking these questions to begin with. They want to know what makes you unique; why they should hire you rather than the next candidate.

Tell me about yourself is usually the first thing that comes up in an interview. It’s your opportunity to set the tone; it’s your opening statement. You have the opportunity to let the interviewer know who you are and what you do best. Hint: It has nothing to do with your family, hobbies, or when or where you were born. It has everything to do with your value to the organization. So, it behooves you to know what they’re looking for and how you fit.

What is your management style? This refers to how you do what you do. Are you a collaborative leader? An “open door” manager? A hand’s on manager? How do you manage your team? You should know. You should also know, that regardless of your management style, the interviewer is really interested in knowing if you can make decisions. Can you step up and make the necessary decisions to keep things moving forward? This is a key factor in managing a team.

What is your greatest strength? This shows what makes you unique; what it is that separates you from everyone else. Sital Ruparelia, one of my favorite career writers, has a recent post, on Career Hub. He provides a guide for determining your unique talent (your natural abilities and your unique way of expressing them). You need to know your strengths and how they positively impact an organization. This is not necessarily about being organized or detail-oriented or honest or a having a strong work ethic. Lots of folks have these attributes. Your greatest strength – your unique talent – is about bringing value. What you do and how you do it that sets you apart from everyone else. Are you someone who can quickly sort through the details to recognize the heart of a complex issue and marshal the resources necessary to successfully address and resolve that issue? If so, that sets you apart from other, equally talented candidates.

So, as the Oracle at Delphi advised, “Know Thyself.” Know what you bring to an organization that sets you apart from everyone else and be able to articulate it clearly and concisely. Tell your story.

End of the Plugger?

2009-11-08T17:52:00.000-08:00

A few weeks ago, Tom Friedman, the New York Times columnist, published a column entitled “The New Untouchables.” Friedman noted that the new untouchables of today’s economy were those with the ability “to imagine new services, new opportunities and new ways to recruit work…” Those who waited for work to be assigned were the ones at risk of being let go and will be the last to be hired when jobs start to recover.

Stephanie Klein, President of The Boomer Group, commented that Friedman’s column “spells out the end of the ‘plugger’.” This is an interesting insight. When I think of my clients that are getting activity – interviews leading to job offers (yes, people are getting jobs) – they are the people who are working their butts off and demonstrating to potential employers that they can help the company realize – and monetize – new opportunities. Those folks who just want to do what they’ve always done, and wait for work to be assigned to them – the pluggers – are less successful.

Interestingly, the same holds true for companies. Companies looking at the current situation as a way to identify and take advantage of new opportunities are moving forward. Companies that are hunkering down, that are down to bare bones, not so much. They are waiting for something to happen rather than take initiative and identify new opportunities for business. These “plugger” companies that have prevented their “untouchable” workers from working smarter to find new opportunities will lose these talented people as soon as they find new places to land; thus, putting the plugger companies at even greater disadvantage. As noted a couple of weeks ago, the war for talent will be a critical factor in this recovery.

The “new untouchables” will be at the heart of the talent wars. As Friedman says in his column, “those with the imagination…to invent smarter ways to do old jobs, energy-saving ways to provide new services, new ways to attract old customers or new ways to combine existing technologies – will thrive.”

So are you a plugger or an untouchable? If you’ve been a plugger, can you bridge the gap to be an untouchable? Can you articulate the value you bring to a potential employer? Do you know what your value is? The challenge for pluggers is that many have been well rewarded over their careers for “plugging away.” Now they’re being asked to shift their paradigm; to tell another story about themselves.

Similarly if you’re an untouchable; you still need to articulate your value. If you’ve been an untouchable in a plugger company, the story you need to tell is one of potential, of future value. You’ll need to seek out the untouchable companies are and tell them the story of your potential; how you can help them achieve their next levels.

So shed your "pluggerness." Demonstrate value; don't get left behind.

Core Beliefs

2009-10-26T20:22:00.000-07:00

Last week we explored our reactions to the challenges of a tough job search. This week we want to look at core beliefs – what’s inside us that affects our reaction to the tough challenges of the search. Like last week, I’m relying heavily on the expertise of my wife, Camille, who deals with many of these issues in her professional life.

The decisions we make in our daily life are a dance between our conscious and unconscious. For example, after struggling to button my trousers, I make the conscious decision that I will exercise every morning at 5:30 in an effort to lose weight. For a few days this works. I rise to the occasion, go to the gym and undertake a vigorous workout. After several days of working out, I notice that my trousers are not fitting any better. I hit the snooze on my alarm clock several days in a row – and miss the optimal workout time. Unconsciously I’ve made the decision to forego my exercising. Similarly, I can make a conscious decision to read a book a week to improve my mind. I visit the library and check out several promising books and begin my program of self improvement. However, I soon fall into old habits and patterns of nightly television viewing. Soon the books are returned unread. Again, upon being laid off from my current job, I consciously resolve to do anything it takes to get my career back on track. I network, I submit resumes, I follow up with phone calls. After not having my calls returned or not hearing from the companies to which I’ve submitted resumes, I find plenty of excuses to just surf the web, read interesting blogs and keep well informed about breaking news stories of boys adrift in balloons. When my efforts have not met with quick success, I find that I give up; I abandon my goals.

What happens? Why is it we can’t attain what we say we want? Why do we give up on ourselves?

It often comes down to our unconscious beliefs – sometimes referred to as core beliefs – that drive our decisions and behaviors and keep us from achieving our stated goals. This is when we give up. We make excuses that diminish who we are and our ability to be successful. Once we set into motion that core belief – the “I can’t do it; I’m not good or smart enough; I don’t deserve it,” – that becomes the driver that determines what we think, what we say, what we do and how we feel.

These core beliefs are determined by decisions we make at a very early age. Over time, they became a significant, unconscious part of who we are. How we respond to the world and how we “be” in the world (our intention) is determined, in large part, by these core beliefs, which become most apparent in times of great challenge and are often the grist for therapy.

Do you know what your core beliefs are? Do you realize how they affect your actions? Can you see how they keep you from achieving your goals?

Where Do You Go When the Going Gets Tough?

2009-10-19T19:33:00.000-07:00

A colleague asked me to write about the emotional aspects of a job search – “how to be emotionally up when you’re down.” For help, I turned to my wife, Camille, a Licensed Professional Counselor (LPC) and a Religious Science Practitioner (RScP). Camille has a much better feel for emotional issues than me. On a road trip last weekend, we took a crack at these issues. Over the next few weeks, we’ll explore them.

The saying goes that when the going gets tough, the tough get going. There is no doubt that keeping positive in one’s job search in the current economic environment is tougher than ever: on-going negative stories in the media about unemployment; rejection – or silence – from potential employers; and the strong competition among other candidates.

When everything in our world is going well, it is easy to be positive and upbeat. But what happens when it looks as if your world is falling apart? The loss of a job is often equated as emotionally traumatic as the death of a loved one or a divorce.

What internal resources do you tap into to sustain and motivate yourself to remain positive? Where do you go inside yourself when faced with such emotional trauma? How do you tap into these resources?

These key resources are your feelings, beliefs and behaviors.

Do you actually believe you’ll find the job you want? Based on that conviction, do you feel excited about the work you know you’ll find? Do you carry that positive behavior throughout the day? Is your behavior congruent with your thoughts and feelings?

When new clients start their job search process, their feelings, beliefs and behaviors are typically strong and reflect positive intentions: “It won’t take long for me to find new work.” “I’m confident that my search will be different than my friends and former colleagues who have been unemployed for months.” “My job is to look for a job, so I will have a business-like approach and dress the part.” They often wear business attire to our meetings. As their search continues, and they are confronted with the negative aspects of the search, especially rejection and silence, they become less focused on their initial intentions. Their feelings and beliefs begin to suffer; their behaviors reflect diminishing intention. They begin to act like victims; they often get more casual, sometimes downright sloppy in the way they present for our meetings. Their behaviors reflect their attitudes.

And then there are those who continue to act and feel and think congruent with their initial intention of finding the work they desire. They remain positive and confident in their search and build momentum in their progress. They know that the right opportunity will come along. They continue a structured, focused effort in their search. They keep their appointments, they have progress to report, and they don’t show up in T-shirts and flip flops.

It requires conviction and commitment to get up every morning and send out more resumes, make more phone calls, knock on more doors; knowing all the while that it’s your vision and intention that will overcome the external negative influences in our world.

How do you keep that conviction and commitment? In face of major challenges, how do you hold on to your initial intention and vision? What resource do you tap into to sustain and motivate yourself to remain positive? Who is the you you’re bringing to your search?

Next week…Core beliefs.

Can You Compete in the War for Talent?

2009-10-04T14:56:00.000-07:00

A recent story in Forbes.com, entitled “Get a Head Start in the Coming War for Talent” outlined strategies employers need to embrace to retain and recruit the best employees. Talent retention and recruitment will be critical as the economy “emerges from the darkness.” Companies will need to keep their best employees and recruit talented people in order to be competitive.

The story noted the disconnect between employers’ and employees’ perceptions with current job satisfaction. Surveys show that up to 65 percent of employees are either passively or actively looking for new jobs. Employers think only 37 percent of their workforce is looking – thus, they’re “grossly out of touch.”

The article notes four strategies for employers to retain and recruit the best employees, including shifting the traditional emphasis from recruiting to retention; making their employees’ experience unique; taking care of their people in tough times; and paying attention to their “employee brand.”

A strong argument can be made that those 65 percent of employees looking to change need to embrace their own key strategies in order to compete in the upcoming talent wars.

Chief among those strategies is being able to tell your story; speak to the value you bring to an organization. Tell the story that differentiates you from the competition – that other 65 percent who are looking for new work.

Another key strategy is to know your audience. Know the organizations for whom you want to work; know what their challenges are; know how you’ll be able to help them address their challenges.

A third strategy is to use your network. Who are the people that can speak to your value? Can they connect you to others who can use your value? A corollary to using one’s network is building a network. Use LinkedIn.com and other social networks to connect to decision-makers and colleagues who can help you get access to the organizations in which you’re interested.

As you network, focus on “paying it forward.” Think of how you can be of help to the person you’re reaching out to. Don’t think in terms of what you can get out of the relationship; don’t think in terms of reciprocity; don’t keep score. If you keep score, you lose. Your value to others in your network is what you can do for them. Keep that in mind as you build connections.

Finally, nurture your network; keep your connections informed of what you’re up to. Let them know of your successes and of the changes in your professional life. Keep your network active. Let them know that you’re available to them; that you will help them as they helped you.

So, are you prepared to compete in the talent wars? Can you tell your story to prospective employers in ways that aligns your value to their challenges? Does your network know your value? Can its members connect you to employers that need your value? Can you do the same for them?

What other strategies do you need to employ to be competitive in the war for talent?

What's Your Story?

2009-09-27T12:38:00.000-07:00

What’s your story? Are you telling the story about your career that you want people to hear? Are you telling it in a way that they can hear?

Regardless of where you are in your career – looking to achieve the next level, from tactician to strategic decision maker; or as a senior professional trying to show that you can provide value to an organization – you need to tell a story that demonstrates your value.

If you’re relying on old stories, you won’t be successful in achieving your goal. If you’re a technical professional that wants to rise to management, and you are telling stories of your technical expertise, you’re not showing how you can exercise leadership. If you’re a senior level professional that relies on stories that emphasize 15 to 20 years experience, you’re telling potential employers that you’re too old, too experienced, too expensive.

Your story needs to convey your value. Stories that speak to responsibilities don’t show accomplishments; stories that begin with 20 plus years experience, don’t demonstrate current value.

So how does one tell a story that conveys value? This is one of the most difficult challenges for people seeking new positions. What we do well, we do intuitively. We don’t think about it. We come into a situation, size up the challenge and act. While we’re often relying on past experience in our actions, we’re also influencing outcomes, that is, creating value.

Your story needs to show how you have influenced positive outcomes; how you’ve improved the situation. This is not reflected in technical competence or in past responsibilities. It’s reflected in accomplishments.

Tell your story in a way that can be heard by the potential employer. First, it needs to be relevant to their situation. If you’re telling a story that’s not relevant, you’re not conveying value. Second, your story needs to be concise. Briefly outline the challenge; describe your actions to resolve the challenge and conclude with results – the impacts of your actions. Sometimes, these results are expressed quantitatively – revenues generated, cost savings, increased sales. Other times they’re qualitative results. Regardless, make sure you convey their significance.

So can you tell stories that reveal accomplishments; that show how you’ve influenced positive outcomes; that demonstrate value? Can you tell them briefly and succinctly?

What’s your story?

Boomers’ Career Stages

2009-09-13T09:58:00.000-07:00

I had the opportunity to connect with Linda Oestreich on LinkedIn recently. Linda is a writer and project manager, and has been a leader in the Society for Technical Communication. I had participated in a LI group discussion and one of the participants provided a link to a PowerPoint presentation Linda had developed for a STC gathering, entitled “Understanding Career Development.” In her presentation, Linda noted four stages of career development:

--Apprentice
--Independent
--Mentor
--Visionary

I’m always looking for ways to classify and categorize career paths. I can’t help it; it’s part of my DNA. One of my StrengthsFinder themes is Input – collecting information and adding it to the archives. So the four career stages Linda presented resonated with me as a general typology for describing our career paths.

We often hear that the traditional career path is obsolete; that instead, we can expect to have a number of careers during our working life. While I agree with the multiple career aspect, I think we do have distinct career paths and Linda’s model provides a good guide. Many of us, who have changed careers, rarely go back to the Apprentice level; and if we do, we progress much quicker along the path, in large part because of the maturity we’ve developed in the workplace.

Many of my Boomer clients find themselves at the Mentor and Visionary stages of their careers. These are challenging stages, as they tend to be outwardly focused – on developing opportunities for others and the organization – rather than self focused.

As we continue to develop in our careers, Boomers need to recognize where we are along our career path. Those of us who intend to stay in the workforce need to realize that the traditional management/decision-making roles may no longer be available to us. We will have to embrace the roles of Mentor and Visionary, focus less on ourselves and more on others: Relying less on our subject matter expertise; coaching younger workers in the development of their expertise; asking questions and providing insight that influences younger managers in their decision making. We will need to champion new ideas and processes that enhance the organization’s competitiveness; and ensure that key staff are not stagnating in unproductive projects.

We need to become the “wise men and women” of the organization, rather than its managers or bosses. We need to lead by influence, rather than by decision.

To be sure, organizations need to embrace these issues as well. Productive, future-focused organizations will recognize the value of their more senior workforce and will provide opportunities for its continued contributions. However, we know that change occurs at a glacial pace; and not all organizational leaders are enlightened about the value of their older workforce. So it will be up to us to influence them; to show them how we can be of value; to demonstrate how we can lead as mentors, coaches and visionaries.

So how do you see your progression in your career path? What strategies and tactics do you need to employ to be more of a Mentor and Visionary? How can you help convince the organization to recognize your value in these roles?

Labor Day, 2009 – Questioning Our Assumptions

2009-09-07T07:36:00.000-07:00

For those of us who are working, Labor Day is a paid holiday – a free day off from work. For those of us unemployed, this Labor Day is just another day.

As the nation’s unemployment rate hovers around 10 percent, many folks are looking for new answers in their search for jobs. For many, this is the first time they have had to look for a new job in years and they are astounded by the challenges involved.

Submitting resumes to posted positions often results in a black hole of no response. Networking with friends and former associates has been fruitless as well.

For those with jobs, many are questioning their roles and their impacts with their current employers. Many are sticking around just to keep their job. Surveys note that 56 percent of employees are looking to leave their current positions when the economy turns, they are that dissatisfied with their current roles.

For both, the employed and the unemployed, what new assumptions must we question or re-examine about our careers? What do we need to change in our beliefs in order to be successful? What tools, actions and tricks of the trade that worked for us in the past just aren’t adequate for future success? And, more importantly, what do we replace them with?

These are the questions that need to be examined as we move forward in whatever life transition we find ourselves; as Marshall Goldsmith has written, “What Got You Here Won’t Get You There.”
What assumptions, beliefs and actions are you re-assessing as you move forward?