“Executive Coach Teaches Companies to Grow, Diversify”. Feature article in Pasadena Outlook.
“Executive Coach Teaches Companies to Grow, Diversify”. Feature article in Pasadena Outlook.
This topic is so close to my heart that I have held off on writing my thoughts for several weeks.Forgive me for procrastinating! Many people find themselves at different stages in their careers asking, is the thing that occupies most of my time – my job – something I truly enjoy or even love? I’ve had numerous conversations with many professionals who are actively disengaged in their current job, or are looking for a new employer. Gallup’s most recent survey on employee engagement measures 32.1% of U.S workers are engaged! I was catching up with a family member recently about their job, and it was saddening to hear how completely defeated they felt, and their lack of optimism that the situation could improve. This individual is a well-paid executive who has stopped caring about their work and is disillusioned about their career.If we find ourselves at this point, we must have the courage to ask ourselves if we are in the right career.
In my experience, career reinvention begins at the point when you recognize very deeply that it is time for change, or put differently, the current situation is no longer working for you. This realization can be very scary and overwhelming for professionals, because most of us have invested heavily in education and made many personal sacrifices to get to our current position. So to confront the fact that your gut is now telling you to do something different can be troubling to say the least. That said, it is normal to have strong feelings and potentially mixed emotions and confusion when you reach a point of deciding to follow you heart and pursue your vocation completely.
The following four steps have helped me navigate my career reinvention:
The following four steps have helped me navigate my career reinvention:
This post is hopefully encouraging as well as challenging, because the last thing I want to do is mislead people into thinking that changing careers is anything but easy! After working for corporations for almost 25 years, becoming an entrepreneur has been extremely difficult. However, as someone who has achieved success as a musician and athlete, I’ve learned that to be a successful entrepreneur of skilled musician, tremendous effort and sacrifice will be required.So if you recognize that you’ve reached the place of career reinvention, understand that it will not be easy to navigate, but the rewards are life changing and rewarding beyond imagination.
I asked several people what immediately comes to mind when they hear the word diversity used in the context of an organization. As expected, most people do not have a favorable view of the word. The word carries significant baggage with a definite element of mistrust and hidden agendas. To begin a trust-based conversation on diversity, it would be helpful to ask deeper questions than those typically discussed.
“Be yourself; everyone else is already taken.” Oscar Wilde
I was recently asked to present a talk on the subjects of authentic living, and living a balanced life. As I typically do, I’ll look through articles and books I have read previously and also search for current articles on the same topics. I was quite surprised to find how seldom the word authenticity appeared in business and psychological literature. It appears that most of what we are reading is pushing us to do more, rather than be more. I have a sneaking suspicion that many of us are struggling to find balance. Or even more unfortunate, many of us are completely out of balance, having become almost entirely focused on doing, rather than being. So how do we regain our focus, and start on the journey to getting back to being authentic people who live balanced lives?
Becoming an authentic person really requires us to adopt a holistic view of ourselves. Authors Bob Rosen and Kathie RossIn have developed The Healthy Leader Model, which is an excellent framework for pursuing authentic living. As you can see from their model, there is so much more to us than we often acknowledge. We are so much kinder to ourselves and others when we look to develop ourselves holistically. As the business investor extraordinaire Warren Buffet says, “Investing in yourself is the best thing you can do”.
I remember the first time I heard someone say, ‘I need to be more productive.‘ The phrase may sound like a call to live responsibly, but subtly I think our performance based culture has robbed us of what it means to be authentically human. I know I’m not the first to make this observation; we are human beings, which means we cannot be defined only by what we do. It is far more important for our own well-being to find out who we are, not just what we do, and live our lives informed by that perspective. Easier said than done you say! The late Warren Bennis, University Professor and Distinguished Professor of Business Administration, University of Southern California says in his book, On Becoming A Leader, “If knowing yourself and being yourself were as easy to do as to talk about, there wouldn’t be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out.” My work with my clients is helping them identify what is most important to them, and to become more of who they are, so that they can make the maximum contribution in every area of their life.
According to Mihaly Csikszentmihalyi, the author of Flow – The Psychology of Optimal Experience, genuinely happy individuals are few and far between. He asks us to think about how many people we know who really enjoy what they do and are reasonably satisfied with their lot, who do not regret the past, and look to the future with confidence. Probably, not very many! In Simon Sinek’s TED-talk, Why Leaders Eat Last, I believe the following statement captures the heart of the problem for many of us business people; “In business we give bonuses to people who are willing to sacrifice others so they can survive.” This truly begs the question, how can we humans be happy if at the end of the day we are hurting others and ourselves? Put another way, why are we not doing more to help ourselves and others? Sound too touchy-feely? It should, and that’s because our bodies and brains have been designed to do things that make us feel good.
Our bodies contain certain chemicals which are there for the sole purpose of our survival and making us feel good. Again I fear, that many of the activities of our lives; work and relationships, are actually depleting and do not enhance our human experience. You probably have heard of some of these biological chemicals:
The reason for discussing these chemicals is to remind us that we are so much more than what we do, and so much more about who we are and how we are wired biologically and neurologically. I think we have to ask ourselves on a regular basis the important question, are the activities of work, family, and friends allowing us to experience those “happy-chemicals”?
Have you ever thought about the connection between working in a healthy environment and the impact it has on your psychological and physical health? According to a recent study by Stanford Graduate School of Business, workplace stress — such as long hours, job insecurity and lack of work-life balance, contributes to at least 120,000 deaths each year and accounts for up to $190 billion in health care costs! According to Jeffrey Pfeffer, Professor of Organizational Behavior at Stanford Graduate School of Business and one of the authors of the study, “When people like their lives, and that includes work life, they will do a better job of taking care of themselves. When they don’t like their lives, they don’t.” To paraphrase, when we don’t like our jobs, our lives and our health fall apart!
Recently I had the opportunity to have lunch with a former associate I’ll call Jim, and inquired as to how he felt he was doing in his career. Sadly, I heard what many of my colleagues and friends seem to be experiencing; their bosses are either unable to talk about development and growth opportunities, or worse, their bosses show no interest in their associates careers. Author and consultant Patrick Lencioni calls this “abdication management.” The most troubling part of Jim’s situation is that he is a millennial and has only been in the workplace for a few years, and has already grown cynical towards management. I encouraged Jim to talk with others about his interests and even do a little soul-searching, and begin defining his values, purpose, and goals in life. As I said earlier, if we find ourselves going through the motions (only doing), including “punching-the-clock” at work, we are not going to be effective in our jobs, and we will never feel those life-giving happy chemicals which are so fundamental to our human experience. We need to be in environments which support and allow us to be fully human.
My own journey to authenticity has not been easy. I can think of many occasions where people have misjudged my motives, questioned my actions, but this will always be the result of living a life where you are not thinking so much about what others think of you, but asking yourself, am I being honest and true with myself? It is in this place where our relationships with others move to a different level, and ultimately we begin to experience the kind of life that is centered on life-giving activities, rather than life-depleting activities. Just this week over lunch with a friend, we talked at about a tragic event in this person’s life — the anniversary falling on this Mothering Sunday. Our friendship could be seen as quite unlikely, because on paper we couldn’t be more different; different ethnicity, thirty-plus age difference, different nationalities. We have become close friends because of the intentional authenticity on both our parts. As we talked about this event, my friend was moved to tears and neither one of us felt any embarrassment, but rather experienced those feelings of empathy, love and connection. As Brendon Bouchard author of The Motivation Manifesto says so eloquently, “We learn that the more we are true to ourselves, the more we can connect and contribute to the world. We find that the more free and spontaneous and authentic we become, the more our motivation and aliveness returns and the more others are attracted to us and want to be around us. I’m reminded and encouraged to embrace the words of the musical artist Sting, “Be yourself no matter what they say.”
You may recall this saying from Yogi Berra, “If you don’t know where you are going, you’ll end up someplace else.” What I have found to be true for many of us, is that we may have goals and aspirations, but we often miss the opportunities to be intentional in many areas of our lives — especially in our professional and interpersonal relationships. When I use the word intentional, think of words like deliberate, calculated, conscious, purposeful, which are all words of action and purpose. I think what Yogi Berra is saying is, living a life without intention, is a life lived without purpose or direction. As an executive and life coach, one of my objectives is to help my clients articulate their goals, priorities, and the vision they have for their organization or their lives. This is where the power of intention becomes palpable and tangible. Until we begin writing down our goals and priorities, we are in ‘wish’ mode, (it’s a start); but once we can see these goals in black and white, or we can talk them through with another person, we have moved to the mindset of intentionality.
Here are some suggestions to get you started on the road to discovering the Power of Intention:
This installment on the Power of Intention reflects an analysis of any individual who has lived their lives as difference-makers. They have made a difference, perhaps changed the world, because they were people of intention.
“ The worker should be enabled to control, measure and guide his performance. He should know how he is doing without being told.” – Peter Drucker
What really develops people is day-to-day coaching: having high expectations and following up with constant monitoring and feedback, with praise for progress and immediate corrections to stay on course as needed. Without day-to-day coaching, evaluation is based on a few shots in the dark. According to a one organizations’ latest work environment survey, the lack of coaching is evidenced by 54% of respondents affirming that outside of the formal performance review process, their immediate supervisor regularly talks with them about their performance and progress.
The same survey clearly shows a direct connection to the supervisor’s ability to lead and motivate effectively (69%) and the marginal recognition and praise provided by the supervisor (64%). Not surprisingly, only 69% are excited about working at this corporation, and only 64% feel valued by the company.
In a good evaluation, the leader looks closely at how the people under review met their commitments. Which people delivered consistently, which ones were resourceful, enterprising, and creative in the face of adversity, who had easy wins and did not push for results, and who met their commitments at the expense of the organizations morale and long-term performance. Unfortunately, performance management for the most part has been reduced to the Performance Appraisal – two times during the year rather than frequent interaction and dialog between manager and employee. Nowhere is candid dialog more important than in the evaluation of people. If people can’t speak forthrightly in evaluating others (for whatever reason), then the evaluation is worthless – to the organization, and to the person who needs the feedback.
Realizing that feedback from management to employees seldom happens, when an employee sits down with his manager, and the manager does not say anything of the employees weakness, Don Redlinger, Director of Human Resources, Allied Signal, says, “…Go back! Because otherwise you’re not going to learn anything.”
The talent review or evaluation is the main social operating mechanism of the people process, so it is appropriate to consider an alternative or modified approaches to the performance appraisal.
The recruiting game has changed dramatically. It is no longer about selecting the best person from a long list of candidates; it’s about going out and finding great candidates. There are four key people strategy functions involved in getting the right people in the right jobs at the right time.
Identifying and Managing Talent
Training and Development
Coaching and Evaluation
IDENTIFYING AND MANAGING TALENT
Having a reputation as a desirable place to work helps organization to attract and retain top people. Having a reputation for knowing how to attract talent is the goal of effective talent management. Succession planning is the end goal of effective talent management. One of the aims of a talent management program is to create talent pools that feed particular jobs classifications, focusing on individuals’ skills, competencies, and behaviors that make those jobs and employees successful in the future.
One CEO was heard to say, “ If I want to find a global leader, I look for a kid who backpacked around Europe in his 20’s, not necessarily the one who went from his B.A. to an internship at IBM.”
Looking for talent in unexpected places should be standard practice for those in the business of recruiting talent. The business unit’s and its managers should be held accountable for developing its talent management strategies, with the support of human resources. Adopting the following high level approaches below when thinking about talent are a good beginning point:
Find and provide resources to get the job done.
Figure out what resources are essential to your team’s success.
Demonstrate creativity and persistence in acquiring them.
Look for talent in unexpected places.
What kinds of questions do we fail to ask that would provide a better assessment of the candidates’ suitability for the position?
Develop alternative channels for advancement.4
Design and deliver training programs. Evaluate their effectiveness a make adjustments as needed.
Reinforce training and targeted mentoring and coaching
Once the talent has been acquired, it is equally critical to build that talent. People are the key to the organizations present and future success. It is to the organizations advantage to know the talent in the organization, know what needs to be done to help each person develop, and understand the priority of developing particular talent, so that business goals can be met. Successful managers know what’s important to their people and keep and eye on emerging issues. Consider below some alternative ideas for developing a talent model.
Pursue and attract talented candidates for key roles.
Promote the organization externally as an attractive place to work.
Improve the interviewing process.
Help new employees be successful.
Apply knowledge of what motivates employees in order to retain key talent.
Share roles and assignments in ways that leverage and develop people’s capabilities.
Identify required capabilities and skill gaps with the current organization area.
Provide feedback, coaching, and guidance.
Promote sharing of expertise and a free flow of learning across the organization.