The current pandemic has led many people to wonder about changing careers; an not surprisingly so. Here are a few simple principles to consider when deciding on career reinvention, that can guide aspiring career-changers through the process during these hard times.
Have you been lead to believe that a career path is linear and prescribed and should be followed like a set formula; and if you don’t, the likelihood of success is marginal or is at best the luck-of-the-draw.
A non-traditional career path is not always the most comfortable approach, but it is one that can make job candidates more appealing to a smart recruiter or hiring manager. In my experience, intentionally making myself uncomfortable has helped me develop a more holistic skill set. For some, a non-traditional career path can be too challenging to handle. However, I have learned that you do not need to stifle internal anxiety about making big career changes. It is natural, and an opportunity to learn and grow personally and professionally. The key is to use that discomfort productively and ultimately master the situations that seem overwhelming at first.
There are (at least) five lessons I have learned throughout my career in which taking the “easy” route would have been perfectly acceptable, but by taking the road less travelled I gained much bigger rewards.
DON’T OBSESS OVER BIG BRANDS OR LOGOS
Early on, I threw away the notion that big employer brands matter. Choosing to focus on a lesser-known company where the learning opportunities are exponentially higher will almost always bring your the rewards you are looking for. Don’t get me wrong; I believe that working at a big company with a reputable brand can be very good for professionals especially at the beginning of your career.
Big brands have the resources to train people well. If however, you desire a career with velocity and autonomy, a big company is not where you want to spend the entirety of your career. Many people who have grand career aspirations become dependent on navigating internal politics based on their employer’s logo and become less focused on the actual work. Large companies tend to be complex, bureaucratic organizations. While they might be highly competitive and impress your friends and family, you may be unable to progress your career quickly.
For me, moving on from a well-known brand allowed me to manage a large team at a young age; something that would have taken me years to achieve had I been concerned with working my way up the corporate ladder. This is the type of intangible experience that gives a career velocity.
if you are passionate about marketing but realized you want a broader scope as an example; working for a large company can train you well for the workforce. If you know you want more, it is going to show. So make the choice and move to a smaller company that is perhaps less well-known, but where you can challenge yourself with roles and responsibilities that would have taken years to achieve elsewhere.
TACKLE DIFFICULT CONVERSATIONS HEAD-ON
As a woman, it’s vital to force yourself to have uncomfortable conversations with your managers about other priorities in your life, specifically if you have children and family obligations. You must set expectations both at work and at home to achieve enough balance to thrive in each environment. As a younger woman, finding your voice and setting those boundaries with your supervisors and senior managers can be challenging and intimidating. I have witnessed many young women burn out because they pretended that they did not have obligations outside of the office and instead poured the majority of their energy into their work. But that is not reality.
More recently, COVID-19 and the work-from-home culture has made having a family very apparent. You can’t hide the fact that kids are home because they are bursting into your home office, interrupting Zoom calls, and have home-school schedules that require your attention. It has brought about a reckoning. Previously, uncomfortable expectation-setting conversations about family responsibilities were mostly relegated to women, but that is starting to shift. The pandemic has democratized this aspect of work-life balance by making it more ubiquitous and gender-neutral.
FIND AND LEARN FROM ALL TYPES OF LEADERS
The truth is that no one, not even an executive, is good at everything. Some are amazing people managers and fantastic at leading a team. Others are the wicked-smart types, geniuses but genuinely terrible at managing people.
I’ve been lucky. I’ve had the chance to work for, and learn from, the full spectrum of leaders. I spent several years working for a mentor who was a great leader of people and manager of teams. Later I went to work at an organization where my manager wasn’t a particularly great people-leader. Still, they were smart and creative and I gained a lot of important functional experience.
It is important to remember that there is no such thing as a perfect leader, and often we don’t get to choose who we work for. It often comes down to taking the initiative to recognize and learn from the strengths of whoever your leaders are at a given moment and translating both their strengths and weaknesses into skills that you can use in the future.
GET YOUR HANDS DIRTY
Looking back, I have always taken on tasks and responsibilities that were “below my pay grade” as a way to build trust with my team. I will get into the weeds and write email copy, or go to meetings where I’m not expected. Even now, I often do things that others would consider to be their direct responsibility.
Doing the unexpected builds trust, affinity, and goodwill with your teams. It also builds credibility because you show your team members that you are a good practitioner, not just a figurehead devising strategy. It also throws ego out the door. When your team knows that if they need help with something, all they have to do is ask you and we will tackle it together. I believe this approach creates a healthy culture and establishes your role as a leader. Nobody wants to work for someone who delegates responsibility and is incapable of understanding what the real work looks like and what it takes for teams to be productive.
DO NOT LET ANXIETIES OWN YOU
Some people are very risk-averse and they do not like a lot of change inmost aspects of their lives. If your career is the antithesis of your personality and you have found that when managing the anxiety that accompanies uncomfortable situations and challenging decisions you endure throughout your career, you have to move through it and not let it own you.
For some people, the anxiety that accompanies navigating a career can be an unpleasant nagging, but it can be downright debilitating for others. By acknowledging its presence and moving through the discomfort, you learn how to manage it rather than let it manage you. Some people may view it as a weakness. I am proof that you can allow discomfort to exist and turn it into a tool to not only survive but to thrive.
Has 20Plenty turned in to 20Empty for you?
Are you fatigued by a prolonged lockdown and feeling like “Can this be over now?!?” Have you started to relook at your career i.t.o potentially making some changes?
Clinical psychologists have suggested that this pandemic has caused an emotional tsunami for many. “Peoples’ feelings are exacerbated to the extremes at the moment, especially because of the uncertainty of what’s going to happen,” Suntosh Pillay. The toll this pandemic has taken on peoples’ mental health is leaving many in a perpetual state of stress.
While, for some, lockdown has afforded the opportunity to spend much needed time with family, which would not ordinarily have happened; for others lockdown has been a source of anxiety, hopelessness and disconnectedness. Financial stress, anxiety and panic has been cited by South African Depression and Anxiety Group (SADAG) as 3 of the major challenges South Africans are facing.
In addition to this, many people are being forced to re-evaluate their careers with many looking for ‘re-skilling’ opportunities to ensure they can adapt to the post lockdown world of work. Many people have found themselves retrenched or forced into unpaid leave and still others fear they could find themselves in the same situation and not have a position to go back to in the new year.
Has this pandemic caused you to consider pivoting or changing careers completely as you begin to prepare for life after lockdown?
Global research indicates that many people are attempting to upskill in the hope they will be able to be re-employed or be in a position to transition into a different sector.
Regrettable only 36% of polled employers has offered their employees support in improving their existing skillsets during this time. We know that without continuous improvements to skill-sets, existing members of staff are likely to become bored and demotivated because they are not being challenged or given the opportunity to grow. This is more important now than ever before. If staff are unfulfilled and unmotivated they will start to think about pursuing a career elsewhere when things settle down.
This in-turn is likely to mean businesses will need to invest huge sums of money in recruitment – with no guarantee they will be able to find anyone with the right attributes. So investing in continuous skills development with existing employees is the best way forward – and it’s also less costly.
For many this pandemic has been the wake-up call they were waiting for.The study found more than a third of those polled have reconsidered their chosen career since lockdown began.
In fact, one in 10 people are currently attempting to retrain for an entirely different job. However, 54 % of people surveyed fear they are too established in their current career to do something new; despite many feeling that they may not have a job to return to.
Business owners, have indicated that six out of 10 job applicants lack the skills employers are looking for and filling vacancies with workers who have the desired skillsets is one of their biggest challenges – even harder than retaining valued members of staff.
Recruitment is costly on a financial level, and there is a danger it could affect a business’ ability to grow because they can not find the right people for the job.
This is why continuous skills development is so important – it reduces the need for investing in recruitment because fewer members of staff want to leave as they are likely to be more fulfilled and stimulated. Furthermore, businesses can then grow with a workforce who has all the right skills for the business.
What plans do you have for continuous skills development as you prepare for life after lockdown?
There has been a lot of discussion around the impact technology and AI will have for the future of work. Many companies and countries have already adopted and adapted many of their offerings and services to be automated and or offered by some form of AI. South Africa launched its own journey into the Fourth Industrial evolution with the president committing to the country being an early adopter of this new way of being.
Then Covid-19 swept the globe, and the message about our future has become even clearer: what started as a few weeks of working from home has evolved into a catalyst for change regarding how we work and live.
Millions of people have transitioned to working from home globally and many South Africans have found they too have needed to join the fray. In addition, South Africans, like many others around the world, have also begun to stream online content for 8 hours or more each day.
It is safe to say that the traditional definition of office life has been put to rest, and now we are all left to wonder, what will replace it? Many employers have begun to ask whether it is necessary to return to the a pre-Covid world of Work and if not, what does this mean?
However, before we follow that rabbit hole into the future, let’s get some context around the past that is so abruptly changing. Office spaces as we know them have really only existed since the 1930’s, with the birth of the cubicle occurring in the 1980’s. This style of work is not a long standing phenomenon, and even before Covid-19, it was already on its way out of style. Employees were pushing for their freedom, with 80% of US workers reporting they would turn down a job if it didn’t offer flexible working arrangements. This requirement for job flexibility was a huge factor and had a huge impact on decision making especially when families were getting started. Employee demand pushed remote working opportunities to grow 44% since 2015.
So in essence Covid-19 has really only expedited what was already on the horizon anyway.
As a career expert and coach, I have found myself questioning how permanent these changes are? How will this affect employees in the workplace, especially those, whose careers have already taken a battering lately due to economic downturns.
One thing is certain though remote work is here to stay. This transition has already been set in motion with big tech companies like Facebook taking initiatives now by telling staff to work remotely for the remainder of the year, and in some instances, permanently. Google has begun to rotate employees on site for a few days each week while ensuring facilities remain at only 10% occupancy. Twitter has taken a somewhat different approach, where virtually all employees will work from home, permanently.
We have also seen our universities transition to blended learning approaches [some more quickly than others], with only a fraction of the student body and staff on campus at any given time. The rest are all on some form of rotation. Our schools have been forced to reinvent the way they teach while simultaneously attempting to salvage an academic year, and observe social distancing protocols. Rotation scenarios again being implemented across the vast majority of schools, colleges and universities. We have also seen parents getting progressively more involved in the children’s education rather than leaving this vital aspect of their childs’ development to the education sector exclusively.
Our very notion of work is changing – and not just from a geospatial perspective. Workplaces are being reconfigured. Various industries have overhauled their spacing policies to observe social distancing protocols. The trend of less space per person has reversed into more space per person, allowing fewer people per building. We have seen online facilities been utilised with progressive proficiency, even for those who were once overwhelmed and intimidated by the prospect.
While remote work offers a slew of improvements for the workplace, a 25% reduction in employee turnover and 77% of employees reporting increased productivity, to name a few, it also brings unique changes and demands that companies may not be fully aware of, yet.
Between 2005 and 2019, the number of people working remotely across the world grew by a staggering 173 percent.
Working from home is no longer reserved for certain industries and professions – it is becoming the number one workplace benefit people are looking for in a job. A recent survey by executive recruiter Jack Hammer revealed that remote working and flexitime are increasingly being implemented by South African companies as a means of enhancing employee engagement, wellness and productivity.
While there are signs pointing to a big spike in remote working over the next two years, South Africa still lags about four or five years behind the global working-from-home curve? WHY??
South Africa is a country that embraces ubuntu. We like being together. The attributes that make South African culture unique – our laughter, our humanity, our solidarity – may help in part to explain why we have been slower to embrace remote working than our global counterparts.
At the individual level, differences in personality types mean some people are simply better suited to remote working than others. Self-initiation and self-motivation are crucial traits, as are the means and ability to build systems that can support individuals to work effectively from home.
At an organisational level, the challenges are linked with leadership and teams. People feel disconnected from their teams and believe they do not perform as well when they are not physically in the same space. Executives report difficulty in leading effectively when teams and individuals are not physically present. These are two conundrums we are going to have to figure out, because good leadership and agile teams are important aspects of future-ready organisations.
Many South Africans started working from home in March and now almost seven months down the line many continue to work from home. According to the study, more than nine out of 10 (94%) decision-makers responded that they regarded it as essential to allow parents more time with their children. Cisco South Africa country manager, Garsen Naidu, says they were fascinated to learn that working from home did not negatively impact productivity. “We were fascinated to learn that working from home did not significantly impact the output. Employees are still as productive as they were in the office, partly as a result of not spending time getting to the office and settling in. It suggests that an employee’s mental energy remains finite, within the context of traditional roles and tools,”
South African businesses are more willing to embrace remote working. Those that remain reluctant may find themselves pushed that way by necessity.
Additionally, with another 18 months to two years of continued rolling blackouts ahead of us, this may be the very thing that pushes South African businesses to take the leap and catch up with the rest of the world regarding remote working. Meanwhile, reliable internet connectivity plays a vital role as it has implications on stress levels of employees.
“Connectivity emerges as an important factor for success in remote working…, and illustrates that remote working only functions successfully with remote connectivity. Connectivity is the key to the digital office.” The digitalisation of the home office must take into account the personal circumstances of the employee,” says Arthur Goldstuck, managing director of World Wide Worx. Terry Bell says he believes that a large number of companies will adopt the practice of remote working after the lockdown because the benefits of working from home for employers are significant. He adds that with fewer cars on the road would mean reduced road fatalities and less pollution. “I certainly do see that working from home is going to become much more common. It’s a lot cheaper for employers because they don’t have to provide office space. From a worker’s point of view, they end up working as individuals, they will then end up being negotiated with as individuals.”
It’s extremely advantageous for employers, and productivity does not fall.
For a young country like South Africa these are important considerations. We have a growing population and we are one of the most rapidly urbanising places on the planet. When we reflect on a horizontal city like Johannesburg, with its sprawling footprint, or Cape Town with its gridlocked roads, and it is easy to see how asking people to travel further is just not realistic; working from home just makes sense.
Remote working should be standard practice post Covid-19. The lack of office space will necessitate it, social distancing will demand it and investments in advanced digital technologies, infrastructure and collaboration tools will facilitate it.
COVID-19, of course, is not the first attack on our jobs. The fourth industrial has already changed the job landscape. As it is, humans and machines are increasingly working together, bolstering efficiency and productivity. The workforce is becoming increasingly more structured by project rather than job function, allowing tasks to be created and dismantled flexibly.
Many companies may opt for a reduction in workdays. Others will rethink their ratio of permanent employees to gig workers. Expect to see leaders pivoting towards business models that create new digital and online forms of value. Until now, the concept of unlocking the digital dividend has been largely elusive.
You get times like that don’t you? My current blame du jour are the retrogrades, that those in the know predicted would throw all unfinished business and all that has been emotionally papered over, into deep fractures.
Change is one of life’s inevitabilities and as much as we are digging the vintage vibe or doing the ostrich thing to the stuff we can’t bear; change is the only constant. We are all having to dig deep these days. Not just profoundly into our pockets but into our psyches too, to help mend and make do and get through in these volatile and uncertain times.
Redundancy, relationship crises, health issues and financial worries are becoming an increasing life burden for all of us. When the future is foggy, we struggle to find an anchor to keep us from feeling like we are drifting aimlessly and uncontrollably. We want black and white answers when those 50 rainbow shades offer an overwhelming and altogether unsexy prospect.
So, the buzzword to hold on to is Resilience.
Simply put, it is the ability to dig deep within ourselves to find that reserve of energy and resolve we need to help us through the tough times. Resilience is a skill and it can be practiced just like practicing to play a musical instrument or a sport.
Easier said than done for many, especially when you feel like jelly and you find yourself on shaky ground. Where is that strength you need to draw upon?
It is right there at the core of your being. You must have faith in your own instincts and abilities which will help guide you along the way. Digging deep into hitherto unknown reserves of self is what Japanese author Haruki Murakami writes about in his book on spirituality, philosophy and marathons What I Talk About When I Talk About Running.
Keeping the goal in mind and consistently reminding yourself that things will get better; as you take baby steps each day towards it. Coaching is great for this. Ordinarily we seldom, if ever, need to dig that deep for our everyday lives. It is however, worth creating systems which you can turn to when you feel the ground shaking and your nerve is heading for the Exit with someone else’s coat.
Here are a few coaching tips to help consolidate Resilience.
- Maintain good relationships with your family and friends. Accept their help in times of stress. Offer help to those who are less fortunate than you are – and YES there are always others in a worse situation than you are. Give generously and earnestly, especially when you feel you have little to give. We feel at our best when we are able to help those less able than ourselves. The smallest act of kindness done in earnest will open the door of abundance.
- Try to look at the big picture of life and avoid viewing difficult times as insurmountable. Take small steps toward your goals and take one day at a time. Avoid the pitfall of trying to solve tomorrow’s problems today. Deal with what you can deal with today, do it well – tomorrow is not guaranteed. Stay focused on what you can manage today, right here, right now. Remember there are things you can control and there are things you cannot. So do what you can do, manage what you can manage and keep moving forward.
- Accept that change is a part of life and acceptance of what is – is key. Keep working toward your goals every day, and keep asking yourself “What can I do today to move in the direction I need to go in? Small consistent acts in the right directly get results.
- Maintain a positive view of life and visualize what you want. When we feel like our resolve is fading, often times our energy levels tend to wax and wane as well. It is critical at these points to take care of yourself. Eat well, sleep and exercise to keep yourself healthy – even if you only do a quarter of what you would normally do. This is especially important during times of stress. There will always be an obstacle or hurdle that we will need to navigate in our lives. Learn to navigate these hurdles with confidence in your own abilities is key. Fear and anxiety will always rear their heads – it’s perfectly okay to recognise that you are fearful or anxious. The trick however is to not allow it to paralyse you into inaction.
- Make the Decision to Prevail. This too shall pass. As the Good times come and go so too, do the Bad times. Nothing is permanent – as sure as day follows night these periods of volatility and uncertainty will pass.
Being resilient does not mean that we do not experience difficulty or distress, emotional pain or sadness. Resilience involves the behaviours, thoughts and actions that we can learn and develop to navigate the emotional distress. Learn and practice self-compassion and recognize that everyone suffers. Being gentle and kind to yourself is a much more effective road to healing. If your best friend were going through a rough time you would be kind and gentle with them; NOW go and do the same thing for yourself.
Another sure-fire way of developing some psyche superglue is to hire a coach. Book your 30-minute trial telephone session today by emailing me at firstname.lastname@example.org
Staying mentally healthy as the country begins going back into workplaces.
Life as we knew it has changed and our reality is very different today than it was 100+ days ago. Many of us were in various stages of lockdown for extended periods of time. and even as many of the initial restrictions were lifted , many have still remained and will remain for the foreseeable future.
As we begin to emerge from what felt like hibernation for many, we are all to aware that life is very different and things will never go back to the way they were.
As we start to return to work, and our children return to school there is a lot to think about. Lockdown has affected us all in different ways, and it is normal to feel uncertain about what the future holds.
Many people feel confused, worried and apprehensive about going back to the workplace and even more feel anxious about sending children back to school. Amid this worry there is also the harsh realisation that indefinite lockdown is not sustainable and life still needs to carry on.
Organisations are considering a range of adjustments to the way work is done, to comply with government recommendations. These adjustments will depend on your job, and your individual circumstances.
Everyone’s situation is unique. However, as you return to work, there are some general principles that will give you the best chance of getting back to work and staying mentally healthy over the coming months.
Talk and connect
It is important to keep in touch with colleagues and your line manager. You don’t need to talk about work, but a quick check-in will help you feel connected. We have all been impacted by the coronavirus in different ways. You may have been bereaved, felt overwhelmed or isolated, or been unwell. If you share this with others they will be better able to help you in the months ahead.
Plan and prepare
Think about your job and your situation. Does anything need to change to help you do your job well? If you haven’t been told what to expect, ask what provisions have been made to create a safe work environment. It can be helpful to think through what will happen on the first day back:
- How will you get to work?
- Will anything be different as you enter the building?
- Who will be there?
- Will you need to do things differently to get your job done?
- Are you on a rotation schedule?
Have a return-to-work conversation with your line manager
If you have not received a return-to-work briefing from your line manager ask for one.
This is a chance to identify your work priorities and raise any concerns or questions that you have. If you have something important you want to talk about, make a note of it for when you have a briefing or perhaps drop your manager and email with your concerns. This is an unprecedented time for all of us and we are all trying to figure things out as we go along. NO one person has all the answers so raise your concerns and ask your questions – chances are you are not the only one who has the same concern.
Try not to panic and slip into a paranoid space
Take things one step at a time
The way we all work is likely to keep changing in the coming weeks and months so we will need to keep adjusting. Don’t expect everything to quickly return to normal. The life you knew and were familiar with prior to lockdown is gone and will very likely never return. We have a long journey ahead. We may never be able to go back to our old ways of working so this could give us an opportunity to do things very differently, and even better. Look out for yourself, look out for others and take one day at a time.
Monitor and review how you are getting on
It is important to have regular check-ins with yourself (How am I coping? Could I do more to help stay mentally healthy?) and check-ins with your team members and manager (How are we working? Is there anything we could do differently to work better together?). This way you can address issues as they come up and start to plan and prepare for the journey through COVID-19 together.
Be mindful of those who may have been directedly affected or infected by this virus. Be supportive and check-in if a team member has had to deal with the illness or loss of a family member due to COVID-19. many of those in essential services have has to deal with unimaginable conditions from and emotional and psychological perspective. Many of them have brought these traumas home and family have had to deal as best they could. so be gentle and be kind with those who are struggling you may not know what they have has to deal with on the home front.
Everyone is finding their own path and things might not always go to plan. It is important to be kind to yourself and to be kind to others as we all find our way. Returning to work is not always easy, but having support can make a huge difference. If you are finding it difficult, ask a trusted colleague or friend to help you work through the questions and identify some concrete actions that you, or they, can take to help you.
What is Resilience?
We all demonstrate resilience in some form or the other at some point in our life. This is a very ordinary and normal process we all go through when we need to rebuild our life.
Being resilient does not mean that we do not experience difficulty or distress, emotional pain or sadness. Quite the opposite the road to resilience is often paved with considerable emotional distress.
Resilience involves the behaviours, thoughts and actions that we can learn and develop to navigate the emotional distress.
We have all dealt with the death of a loved one, loss of a job, serious illness or some other traumatic event that has left an indelible mark on our life. These are all very challenging life experiences and many people react to these circumstance with a flood of strong emotions and a sense of uncertainty. Eventually though they adapt well over time to these life-changing situations and stressful conditions. What enable s them to do so? It is resilience – the ongoing process that requires time and effort and taking a number of steps to enhance and build their resilience.
Here are Six Strategies that can help you Build resilience
Change the narrative
When something bad happens, we tend to relive the event over and over in our heads. We step onto this merry-go-round and we rehash the pain the event has caused. This process is called rumination; it is the proverbial cognitive spinning of the wheels, and it doesn’t move us forward toward healing and growth.
The practice of Expressive Writing can move us forward by helping us gain new insights into the challenges in our lives. It involves free writing continuously for 20 minutes about an issue exploring your deepest thoughts and feelings around it. The goal is to get something down on paper. You do not necessarily want to create a memoir-like masterpiece.
Research conducted back in a 1988 study found that participants who did Expressive Writing for four days were healthier six weeks later and happier up to three months later compared t those who did not write or those who wrote about superficial things. The act of writing allows us to slow down our thinking and forces us to confront ideas one by one and give them structure, which may lead to new perspectives.
By doing this we are actually crafting our own life narrative and gaining a sense of control. We are also able to find the Finding Silver Linings which requires us to list at least three positive things about the experience or the lessons we learnt through this process. This helps us to become more engaged in our life post the event and increases our optimism over time. This in turn reduces our depression levels suggesting that looking on the bright side is something we have to practice regularly.
Face your fears
The practices above are helpful for past struggles, ones that we have gained enough distance from to be able to get some perspective pn. What about those knee-shaking fears that we are experiencing in the here and now?
The Overcoming a Fear practice is designed to help with everyday fears that get in the way of life, such as the fear of public speaking, heights, or flying. We can’t talk ourselves out of such fears; instead, we have to tackle the emotions directly.
The first step is to slowly, and repeatedly, expose yourself to the thing that scares you—in small doses.
For example, people with a fear of public speaking might try talking more in meetings, then perhaps giving a toast at a small wedding. Over time, you can incrementally increase the challenge until you’re ready to nail that big speech.
This kind of “exposure therapy” helps us change the associations we have with a particular stimulus. If we have flown 100 times and the plane has never crashed, for example, our brain (and body) start to learn that it’s safe. Though the fear may never be fully extinguished, we will likely have greater courage to confront it.
Fears and adversity can make us feel alone; we wonder why we are the only ones feeling this way, and what exactly is wrong with us. In these situations, learning to practice self-compassion and recognizing that everyone suffers, can be a much gentler and more effective road to healing.
Self-compassion involves offering compassion to ourselves: confronting our own suffering with an attitude of warmth and kindness, without judgment. The Self-Compassion Break, is something you can do any time you start to feel overwhelmed by pain or stress. It has three steps, which correspond to the three aspects of self-compassion:
- Be mindful: Without judgment or analysis, notice what you are feeling. Name it and acknowledge it. Say, “This is a moment of suffering” or “This hurts” or “This is stress.”
- Remember that you are not alone: Everyone experiences these deep and painful human emotions, although the causes might be different. Say to yourself, “Suffering is a part of life” or “We have all felt this way at some point in our life” or “We all deal with some kind of struggle in our lives.”
- Be kind to yourself: Put your hands on your heart and say something like “I give myself compassion” or “I accept myself as I am” or “I will be patient with myself during this time.”
If being kind to yourself is a challenge which it can sometimes be. Consider how you would respond if your best friend were going through what you are going through. How would you respond and support your best friend; what would you say or do for your bestie? Now go and do that for yourself.
Once we start to develop a kinder attitude toward ourselves, we can crystallize that gentle voice into a Self-Compassionate Letter. Just as yo would write words of understanding, acceptance, and compassion towards your best friend write those same words to yourself in a letter.
In the letter, you might remind yourself that everyone struggles, and that you are not alone; if possible, you could also consider constructive ways to improve in the future.
As mindfulness gurus like to remind us, our most painful thoughts are usually about the past or the future: We regret and ruminate on things that went wrong, or we get anxious about things that will. When we pause and bring our attention to the present, we often find that things are…okay.
Practicing mindfulness brings us more and more into the present, and it offers techniques for dealing with negative emotions when they arise. That way, instead of getting carried away into fear, anger, or despair, we can work through them more deliberately.
Strong feelings tend to manifest physically, as tight chests or knotted stomachs, and relaxing the body is one way to begin dislodging them. There are thousands of meditations techniques and practices available.The Body Scan is one of the many you can use to focus on each body part in turn—head to toe—and can choose to let go of any areas of tension you discover. Being more aware of our bodies and the emotions we are feeling might also help us make healthier choices, trusting our gut when something feels wrong or avoiding commitments that will lead to exhaustion.
If holding a grudge is holding you back, research suggests that cultivating forgiveness could be beneficial to your mental and physical health. If you feel ready to begin, it can be a powerful practice.
Both Nine Steps to Forgiveness and Eight Essentials When Forgiving offer a list of guidelines to follow. In both cases, you begin by clearly acknowledging what happened, including how it feels and how it’s affecting your life right now. Then, you make a commitment to forgive, which means letting go of resentment and ill will for your own sake; forgiveness doesn’t mean letting the offender off the hook or even reconciling with them. Ultimately, you can try to find a positive opportunity for growth in the experience: Perhaps it alerted you to something you need, which you may have to look for elsewhere, or perhaps you can now understand other people’s suffering better.
If you are having trouble forgiving, Letting Go of Anger through Compassion is a five-minute forgiveness exercise that could help you get unstuck. Here, you spend a few minutes generating feelings of compassion toward your offender; s/he, too, is a human being who makes mistakes; s/he, too, has room for growth and healing. Be mindful and aware of your thoughts and feelings during this process, and notice any areas of resistance. Research suggests that letting go and forgiveness rather than ruminating on negative feelings or repressing them cultivates compassion, more empathy, positive emotions, and feelings of control.
That is an outcome that victims of wrongdoing deserve, no matter how we feel about the offenders.
Develop mental agility
It is possible, without too much effort , to literally switch the neural networks with which we process the experience of stress in order to respond to rather than react to any difficult situation or person. This quality of mental agility hinges on the ability to mentally “decenter” stressors in order to effectively manage them. “Decentering” stress is not denying or suppressing the fact that we feel stressed, rather, it is the process of being able to pause, to observe the experience from a neutral standpoint, and then to try to solve the problem. When we are able to cognitively take a step back from our experience and label our thoughts and emotions, we are effectively pivoting attention from the narrative network in our brains to the more observational parts of our brains. Being mentally agile, and decentering stress when it occurs, enables the core resilience skill of “response flexibility,” which renowned psychologist Linda Graham describes as “the ability to pause, step back, reflect, shift perspectives, create options and choose wisely.” We often tell our children who are upset to “use your words,” for example, and it turns out that stopping and labeling emotions has the effect of activating the thinking center of our brains, rather than the emotional center a valuable skill in demanding, high-performance workplaces everywhere.
Career transition at senior level is difficult as there are only a few available opportunities and plenty of very tough competition. More and more senior managers and executives are using career coaches to gain competitive advantage. Many of the best business leaders engage executive coaches. Career coaching can help executives navigate career transition quickly and effectively. Engaging a career coach will substantially improve competitiveness, marketability and ultimately the success of your job search and long-term career.
If your strategy is to send out hundreds of copies of your Curriculum Vitae and hope for the best, you will quickly discover that this doesn’t work and is a futile use of your time. Even if you have the best LinkedIn profile, it is not a guarantee of success.
A good career coach will help you articulate your best attributes and highest skills for a prospective employer to notice. A career coach will help you develop an effective job search strategy to identify the best target companies and secure your ideal position.
It can significantly reduce the time it takes to find your ideal position by helping you develop a comprehensive job search strategy. Many people including senior manager and executives find it difficult to articulate the value they can bring to an organisation and as a result how to pitch themselves effectively feels awkward. Many are also unsure what exactly they are looking for in terms of both position and type of company and this can be a significant disadvantage. If your vision is not clear, then you cannot develop an effective strategy to achieve it.
Get help to create a Vision. Vision guides you! In simple terms, if you are going on a business trip or holiday, you would not arrive at the airport without knowing what your destination is. Your destination guides your choice of airline and ultimately which terminal to arrive at. Your career transition journey is no different. If you don’t know where you are going to how will you know when you get there?
A career coach can help you create an impactful Curriculum Vitae (CV) / Resume and LinkedIn profile. Many people forget that the purpose of a CV / Resume is to get the interview and not the job, and as such this document must be carefully constructed to articulate just enough information to create interest and impact and encourage an employer or recruiter to reach out. BUT…. not too much information! At Renata Career Coach we sometimes see CV’s / Resumes that lack impact, are poorly written and in many cases are simply a cut and paste of a job description with little attention given to achievements. Remember that the attention given to each CV / Resume by a recruiter or potential employer is very short so making an impact quickly is essential!
Develop your networking skills. Some experts say that 70% of people ended up in their current position thanks to networking. Others say it’s more like 80-85%. Which ever statistic you believe what is clear this is substantial and as such incorporating a comprehensive networking strategy into your job search strategy is one of the most important actions you can. Effective networking provides a focused way to talk to people about your job search and can help you obtain leads, referrals, advice, information, support and most importantly uncover hidden promotion job opportunities. A good career coach will help you review various opportunities, networking events, existing contacts, developing new contacts and how to prioritise those that could generate the best results.
Preparation for interview and the overall assessment and selection process. Most organisations now have comprehensive recruitment and selection processes consisting not only of competency-based interviews, but also psychometric assessments as well as situation-based presentations. Having someone help you prepare for this puts you at a distinct advantage versus your competition. In our career coaching practice, we help you identify and segment your achievements across your entire career and then help you articulate them in a structured and impactful format. This process alone greatly assists Executives in interview preparation therefore it can also help you. Remember …. 90% preparation = 10% perspiration. 10% preparation = 90% perspiration!
A good career coach will hold you accountable for the goals you have set, offer valuable advice and expertise, and help you acquire different perspectives. Inevitability, there will be setbacks throughout your job search journey and your coach will be there to pick you up and encourage you to keep focussed and face your next challenge with renewed confidence and enthusiasm.
On-boarding into your new position. Depending on the terms and duration of engagement, some career coaches provide on-boarding coaching. The first six months of any position can be critical for both the organisation and the new appointee. On the one hand the hiring organisation will need to see evidence of added value from you. On the other hand you will need to feel that you have made the right career decision.
Various sources of research have shown that the average executive failure rate within the first 18 months is approximately 40%! A career coach can help with embedding and securing the success of the new relationship and provide a confidential environment to discuss goals, objectives and any potential issues that may arise.
In conclusion, you must remember that the role of a coach is to facilitate you to acquire different perspectives to get more out of work and life. The true value of the coaching process is gained from the work you put in between sessions.
At Renata Career Coaching we provide 1-2-1 coaching for people who are in career transition or planning to change jobs. We tailor a structured programme appropriate for the needs of each individual which results in a professional and effective job search campaign and improved confidence.
Our career coaching service can include:
- Skills and competency assessment
- Curriculum Vitae / Resume preparation
- Development of a Comprehensive Achievements Profile Document
- Development of a Job Search Marketing Plan
- Effective networking
- Engaging effectively with Executive Search Consultants
- Interview training
For those people looking for an improved alternative to the traditional outplacement program, our Career Coaching programme provides unique and highly customised support on how to conduct a professional job search campaign. Ideal Careers Happen by Design let us at Renata Career Coaching help you find the ideal career that suits you
For a free no-obligation consultation please contact our office via email at email@example.com
Promotions come with several changes many employees don’t consider until they’re in their new role.
Every year when companies schedule their annual performance reviews, there are discussions about promotions. Promotions come with several changes many employees don’t consider until they’re in their new role. In my work with CEOs, one of the most common and disturbing trends in today’s workforce is the attitude of entitlement.
Employers and employees perpetuate an attitude of entitlement. Employers want to demonstrate their loyalty, and often one of the most common ways to do this is to promote an employee that has been with the company for a long time. While well-meaning, this often results in the activation of “The Peter Principle” in which companies promote employees to the highest levels of incompetence.
This ultimately leads to termination, and initiates a painfully slow unravelling of an employee’s confidence, engagement, and ability to perform.
Employees in turn perpetuate an attitude of entitlement, by getting themselves into a corner that has no escape, by telling themselves, “I deserve a promotion.” They allow their egos to drive their career advancement. They are often drawn to the idea of a higher-ranking title and a higher rung on the career ladder.
The Fallout of Unwarranted Promotions
Promotions come with significant changes that both employers and employees overlook until it’s too late, and staff have been moved around.
Two current clients are dealing with the fallout of promotions that should have never been granted and promises that should have never been made. We’re working diligently to:
- minimize/contain further damage,
- shift the culture from high entitlement/low accountability to low entitlement/high accountability, and
- save a valuable, loyal, long-term employee with vital institutional knowledge from walking out the door.
Changes That Accompany Promotions
Promotions are not just about rewarding loyalty, and moving employees up a ladder. To set up everyone for success, employees must think about the following criteria prior to accepting a promotion position:
New job requirements
Do YOU (the employee) pass the “GWC Test?”
Do you Get it: Do they truly understand their role, the culture, the processes and systems, the pace of the organization, and how all of these elements come together to form a well-oiled machine?
Do you Want it: Do they genuinely like their job? Do they believe in what they are doing? Are they excited about coming to work to see the progress that is occurring? Do they want to use their experience, talents, and ideas to further the organization?
Do you have the Capacity to do it? Capacity is a multi-pronged word. It applies to mental, physical, emotional, spiritual (in some cases), and intellectual capacity, as well as having the capacity of time to do a job well.
Integrating the demands of the new position into your personal life
It’s likely that the new position will require additional travel either locally and or Internationally and very possibly longer hours. Employees must consider this carefully. They should also have these conversations with their “significant other” who may need to pick up the slack in their absence.
Giving up responsibilities you really enjoy
Promotions often involve movement from a hands-on practitioner role to a management/supervisory role that takes employees out of the trenches where they are doing what they love. Leaving behind the work they love doing may sound glamorous initially however, not doing what you love doing permanently can be a source of significant stress and unhappiness.
Learning tasks and responsibilities you may not enjoy
Conversely, you will likely have to become knowledgeable in areas you may not have naturally pursued. This is common when companies promote rock-star sales employees to a sales leadership position. They move from being in the field responsible for themselves, to being in a corner office responsible for others. Being a team leader may not have been something you would ordinarily have wanted to do however the promotion position requires that you manage a team. Now you have to learn how to do that.
Changing the dynamics of office friendships
This is one of the most surprising and difficult challenges that accompany promotions.
With any promotion comes a very real change in dynamics and relationships with colleagues. Where once you were able to sit and bemoan manager with your colleagues because you were one-of-team(us) and shared many of the same frustrations – that is now different. You are one of “them”. The guys you once believed didn’t “understand” or was “divorced from what was happening on the floor.” You may have developed good friendships along the way and now that you have moved up the ladder the line has to be drawn in the sand. As a member of the management team, you may well be privy to many sensitive and confidential conversations about your friends that you will not be able to share. Be sure you are willing to establish the boundary and change the dynamics of your friendships? This is a question only the employee can answer for themselves.
Promoting Strategically and Effectively
Ambitious employees can do many things to set themselves up for successful promotions, including:
- Leading or engaging in initiatives outside of their traditional roles
- Being coach-able and open to feedback
- Mentoring others
- Delivering on what is expected of them and being known as someone reliable
- Engaging in professional development and sharing this knowledge with others
Employers must think about career trajectories and organizational impact far in advance of scheduled performance reviews. Consider why you are offering the promotion- Is it a loyalty decision? Is it a competency based decision – remember the higher up the ladder you go these less technical skill is needed and the more strategic skills ( e.g. soft skills- people skills, negotiation skills) are required.
Perhaps an employee is a good promotion candidate, but requires some coaching and training to step into the new role. This training is often not about how well the person can do the job – because lets face it; the reason the promotion discussion is even on the table is because the person has already proved their technical competence. So what else does the person need to be set up for success? These steps must be executed in advance of the promotion so that business proceeds with minimal disruption..
Unsuccessful promotions leave a trail of disappointment, broken trust, and failed executions. These can also be a costly exercise both financially and reputation-wise for the company.
When thoughtfully executed, however, successful promotions yield tremendous benefits for everyone involved, empower the company to attract & retain great talent, and propel and promote continued growth.
Are You a Prime Candidate for a Mid-level or Senior leadership Role?
If so, you have to shake up the way you tailor your resume for that position.
The way recruiters and hiring managers look for leadership candidates is slightly different t the way they search for candidates in other roles.
Before you apply for that leadership position, make sure you leverage these seven strategies to tailor your resume for maximum impact.
Revamp Your Resume’s Keywords
You may know, the computer databases, or Applicant Tracking Systems (ATS), that stores and analyses incoming resumes from job boards, employers, and recruiter sites, count the number of times certain words are used in your resume. These keywords are industry-specific and unique to each role in each company. Your resume ranks higher if you include more of these words in the document.
- Include a keyword section in your summary and stock it with 12 to 15 keywords pulled from the job description of the role you are pursuing.
- More importantly, use these keywords in each relevant job listing you include in your document. These words can be easily woven into sentences in your position overview statements, as well as your achievements.
- If you’re a new graduate, have recently attained a qualification, or don’t have all of the experience sought in the job posting you’re applying for, try listing relevant coursework in your resume’s education section. This will boost your keyword count.
- Fairly universal keywords include terms such as strategic planning, operations leadership, business management, cross-functional, cross-cultural, global, talent management, organizational restructuring, and P&L accountability.
Re-Position Your Resume’s Summary
Each time you apply for a new role, you need to tweak your career summary to maximize the number of keywords. You also need to emphasize the right capabilities.
When you apply for a leadership role, it is imperative to showcase your skills and experience with strategy creation. In lower-level jobs, you have to demonstrate your tactical execution strengths; in director-level plus positions, designing and implementing strategic plans is absolutely critical.
- Briefly describe the high points of your leadership experience in your summary. Relevant details you may want to include are things like key industries, sizes of companies you’ve worked for, the largest team size you’ve led, and the largest budget or P&L you’ve managed.
- Include brief descriptors of your leadership and communication style. These are less hard-hitting issues that deserve more attention on executive resumes. If you don’t know your communication style, take this free quiz to find out what it is and how to use it to your advantage.
- Be sure to include your strategy experience in addition to listing strategic planning as one of your key skills.
- Consider including two or three brief (but meaningful) career achievements as part of your summary. Choose accomplishments which demonstrate your core leadership strengths and ability to deliver top and bottom-line impacts on sales, revenue, productivity, efficiency, and expense management.
Clarify The Context Of Each Position, Promotion, Or Achievement
One of a resume’s key tasks is to tell the story of your career. Yours must convey the importance and relevance of each position change you’ve made while simultaneously clarifying the key challenges you faced in the role.
- Include a brief position overview or introduction to each role on your resume. If the position was a promotion or special assignment, make that clear.
- Showcase the context of your hire or promotion. Were you the first sales person in a new territory, or the newest manager in a series of five within a short time frame? Were you hired or promoted with specific challenges in mind? Were you hired or promoted based on specific skills or experience you possessed?
- If you were placed in the role to resolve specific challenges, it’s vital to note the circumstances of your entry into the position. For example, if you were hired to turn around declining sales, what was the sales level when you started? What sales level did you attain or position during your tenure?
- Keep it brief. Your position introduction should take up only two to three lines of text. Make every word count!
- Do the same thing with your achievements by including key details that reveal the larger context of your actions. If you averted a division closure by turning around sales, that’s vital to highlight. If your marketing efforts helped open new market sectors which paved the way for a mission-critical merger, say so.
- Don’t just focus on results—put your results in a larger context that makes your overall contributions more clear.
Front-Load Your Resume’s Achievements With A Strategic Focus
Most job seekers assume that recruiters read resumes the same way that they do. However, that’s not necessarily the case.
Many recruiters read a resume “in order” (a.k.a in pieces and parts) to see the big picture of the prospective candidate’s career. This often includes reading achievement statements differently than you and I do.
Before reading them in their entirety, some recruiters briefly review the first few words of each bulleted statement to test the waters, so to speak. They also do this to see if the accomplishments are more tactically or strategically focused. It’s imperative that you front-load your achievements with the strategic focus they’re looking for, assuming you have that experience.
- In leadership positions, your strategy influence is often a bigger deal than your monetary impact. Begin your bulleted statements by clarifying your strategic impact, then note the specific impacts you achieved.
- For example, here’s a typical “homemade” bullet written by a real job seeker: “Working on a green field project that would double the capacity of the plant.” Here’s a revamp which shifts the emphasis to strategy: “Road mapped Greenfield plant start-up from strategic planning to on-time, on-budget roll-out in 2 years. Outcome: Doubled throughput and increased revenue by $46 M.”
Align Your Education & Extra Sections With A Leadership Focus
It’s always important to include up-to-date listings of your educational credentials, including certifications, relevant affiliations, and professional development coursework. However, you shouldn’t overlook other details that can bolster the leadership focus of your resume.
- Any evidence of your present or past leadership experience may be relevant. So, consider adding present or past volunteer leadership roles in professional or community organizations.
- Make sure you include any for profit or not-for-profit board or committee roles you have fulfilled. And if space permits, include key initiatives you have contributed to during your tenure on these boards or committees.
- Leadership courses completed at major grad schools deserve emphasis as well.
- When you list industry-specific certifications, include them in acronym form as well as spelled out because either form is a keyword.
- If you have won leadership awards or been selected for leadership development programs with any of your employers, make sure you note these.
Use The Job’s Title As Your Resume’s Title
This is a quick change but a critical one: make sure you insert the exact title of the position you’re pursuing into your resume as its title. This will add more keywords to your resume, but, more importantly, it will shape the perception of your resume’s readers to see you as qualified for the position you are targeting.
Now, this won’t work if you apply for a leadership role for which you have few, if any, qualifications. However, if you are well-qualified for the position you’re targeting and meet 75% or more of the role requirements, then this is a wise and appropriate thing to do.
Harness Your Career Brand In A Tagline
Whether you call it a tagline or a power statement, these single-line headlines are the perfect length to encapsulate a key leadership trait you possess along with your most influential and important career-long impacts.
These kinds of statements are big picture by nature, so they encompass the whole of your career rather than just your most recent role. Secondary or tertiary power statements can be used to spell out additional role-specific achievements.
- For example, here’s the tagline used for an executive resume: “Fuelled $15B in revenue career-long while delivering 5x investor returns.” As you can see, short statements are more powerful when used as headlines; key details can be provided in the work history section of your resume.
- Let’s say you’re a leader with a turnaround history—that would be important to note in a key location. Hence, a tagline such as this might be beneficial: “Reversed the performance of 4 mid-size companies from negative to up to +$144M in 11 months.”
All of the above are content shifts you need to make in your resume to properly position yourself as a leadership candidate. In addition, consider overhauling your resume’s “look and feel” to ensure you call attention to executive-level experience. Remember an organisation posting a job is looking to fill a capacity gap; so make sure you convince them that the capacity you have can fill their gap.