Labor Day 2010

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?

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

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:

1. Transparent – Productivity matters, all the time
2. Flat – Communication trumps location
3. Competitive – There will be no excuse not to know how
4. 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

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

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

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

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?