You’ve finally decided to change your career. It takes all your energy to stay focused until you leave your current position.
While you’re excited with the prospect of moving forward, there’s a good chance you’re also feeling anxious, and a little bad to be leaving (think loyalty) – unless the decision to move on wasn’t yours.
Either way, taking your leave gracefully is paramount. Why? – For many reasons.
Making a clean break with as little emotional baggage as possible is top of the list.
Leaving with the lingering feeling you’ve angered or frustrated a co-worker or employer never feels good. You’re going to need as much positive and focused energy to be successful in your new career.
Whether you’re leaving of your own volition or not, your self-respect deserves to stay intact. Either way, reflecting on what you gave to the position and company will shed light on the value you’ve brought to the company. It’ll also give you the chance to understand what’s best left behind and what’s most important to take with you (hint: a negative outlook should be left and confidence should go with you).
Trust is the second (and as important) reason to be graceful. Your current employer relied on you to bring your professional skills and effort to the company. A graceful exit is your final commitment.
How exactly do you change careers gracefully? The following do’s and don’ts list seems so obvious! Unfortunately, too few career changers get this right:
- Prepare a story to explain your career change. Making your leave about you and your future prevents others from creating assumptions.
- Give the company your all – no “checking out” in the months preceding your departure. Your current employer is paying you to give 100% so keep your end of the bargain.
- Ask for a reference letter from your supervisor at least a week before you leave the company.
- Don’t commit to staying in touch if you have no plans to follow through. While it’s true that once we leave a company we may be quickly forgotten, it’s still a commitment you’ll be expected to live up to.
- Be thoughtful in your exit interview with your supervisor or HR representative. Giving constructive feedback on the work and company culture is far more productive and gracious than giving negative comments on individuals.
- Leave with your work handed off to your successor or team and your desk/office tidy.
- Don’t take any documents or company owned materials.
- No badmouthing your employer or other staff during and after your exit. Period.
- Thank those who’ve most supported you in your current career – managers, colleagues or direct reports.
- Wait until you’ve left your job to update your LinkedIn and other social media profiles.
A graceful leave shows others you live by your values. You’ll be able to close this chapter feeling confident, inspired and ready to start anew.
Next stop. Check out Charlotte Seager’s great post, 6 Tips on How to Make a Successful Career Change.
In the meantime, gracefully exiting from where you are now will likely pay off in spades as you embark on your new career.
Who doesn’t know the importance of trust is in the workplace? Okay, so maybe we don’t all get the significance of it, but that’s a topic for another article. Let’s assume trust is the most critical element of the workplace and, in particular, teams.
With huge demands, competition and the pace of technology, the need to collaborate has never been more urgent. Collaboration means coming together formally on a team, structurally defined for the purposes of the organization or, informally (ad hoc) to respond quickly and efficiently to time-sensitive goals.
In both cases, the ability for teams to work effectively hinges on the level of trust the members develop. We know from the work of Patrick Lencioni in his The 5 Dysfunctions of a Team, without trust and commitment, results are hard to achieve.
It starts with all team members agreeing and knowing the critical elements of trust. Each must practice fairness, honesty, openness, exceptional listening skills, respect toward others’ expertise, and candor without being competitive or passive. This creates the space for members to be vulnerable, test out ideas, be creative and influence each other toward optimum results.
But what if your team is virtual? You’ve never, if ever, met your teammates in person and you all live in different locations and time zones. How easy would it be to build trust? Is it even possible?
The short answer is: it can be.
Recently working with leaders in a global communications company, I was struck by how highly they spoke of their teams and company culture. They were fully engaged in their work and committed to high quality results. This really surprised me as the majority of them worked virtually with team members thousands of miles away.
However, in another fast-paced global company the employee experience is far from being engaged and connected within the company let alone their teams.
I became curious. Why is it virtual employees in one company thrive while in another they’re stressed, disengaged and looking for the door?
A leader at a global IT firm knows all about success for virtual teams. When asking her if trust is possible for virtual teams, she emphatically answered, “ABSOLUTELY! !”
She cautioned, however, that for companies (large or small) wanting to move from ‘traditional face-to-face’ to a ‘virtual’ work environment, it’s a cultural shift that doesn’t happen overnight. Like any successful change, leadership needs to lead it and provide communication tools necessary to make virtual meetings and collaboration easy and effective.
But it doesn’t end there. The shift actually ignites when the culture of trust transfers from members of small teams to large teams and cross-functional teams they participate within.
These are key leadership behaviors that contribute to building trust in teams:
Essentials for Leaders of Small Teams:
- Establish Rapport by scheduling regular (weekly) 1:1’s, assigning work that capitalizes on members’ strengths and providing regular feedback.
- Focus intently by listening and actively engaging with your members. Never multi task during 1:1’s or team meetings as it demonstrates you don’t care and that erodes trust.
- Set Expectations that your team members show up to meetings prepared, on time, and ready to deliver quality work. Expect participants to activate their computer camera so you can see each other. Making personal connections often is key.
- Meet in Person by getting together twice or quarterly a year. It’s the casual as well as formal gatherings that solidify strong relationships.
Essentials for Large Teams:
- Build Rapport as above, with the added benefit of the smaller team’s culture and expectations cascading upward as reinforcement.
- Span of control for the leader of a large team allows for regular 1:1’s with the next level of leadership to set tone, culture and expectations.
- Skip Level 1:1’s several levels below your Direct Reports, scheduled quarterly, establishes relationships at multiple levels. Make sure all team members and employees feel a connection with you and that you care about their success.
- Be fully present to focus, actively listen and look to the camera; your team members know when you aren’t and that kills trust.
This is consistent with the findings of Niki Panteli, leader in Information Systems and researcher in trust: it’s the quality and consistency of content and frequency that’s necessary to foster trust in the virtual workplace.
Mutually negotiated and jointly constructed trust relationships are “situated”. As a member of a team, small or large, you too have a responsibility to be part of building the trust:
- Collaboratively create team rules – figure out together what’s most important to this team (hint: these may look different from team to team).
- Stick to team rules as it aligns with or, despite the culture of the company or leadership behavior.
- Hold each other accountable and call out the team when it gets off track.
- Embrace each member’s high value and expertise.
- Have fun! Work is work, but infusing time together with a lighthearted personal approach can go a long way to reinforcing trust.
Working from home, I’m keenly aware I’m not my own island. As the future of work continues to be more diffused, so does the need for virtual workers like me, and teams and companies that build foundations of trust. Without it, results can never be guaranteed.
I’d love to hear from you. Tell us about your experience working virtually with a team.
My general rule when writing my posts is to not dip into political waters. And this post is no exception. But every time I read the news or open social media I’m bombarded with political updates that test my belief in political culture – or at least the culture behind it in many countries.
The current election season in America is a case in point. Although I don’t live in the US, my proximity means I’m not immune to the influence it assumes on North America. We share many, but not all values and viewpoints.
My nature is to look beyond rhetoric and mudslinging to what lies underneath as a way of understanding the values and behaviors of society, where we’re lacking and where there’s possibility. When there’s an earthquake of fear and distrust pushing then it is time to pay serious attention.
If there’s one potentially good thing that could come out of the American election, it is this: to shine a light on the shadow women continue to experience despite great gains towards equality.
It’s a shadow of haziness where subtle sexual aggression that is often passed of as “it’s just him”, “he doesn’t mean it” or “it’s nothing” slam up against “it’s because you’re pretty”, “you encourage it” or “keep quiet”. And so we learn early on in our lives to keep such behaviors in the shadows out of fear, confusion and safety.
I’m talking about unwanted advances and unsolicited judgments by men toward women who still believe such behavior is perfectly okay. These are the behaviors that don’t leave a physical mark or make it into the courtroom. These are the everyday actions that women endure, put up with and perhaps pretend didn’t happen. And it still goes on.
I could write a page of examples I’ve experienced in school or workplace during my lifetime, not to mention times I’ve been heckled, groped or harassed socially. I could tell you how dis-empowering it feels being chased around a desk by a boss or be cornered at a family event by a male in-law relative with an unexpected and unwanted tongue kiss.
What I’d rather do is have an open conversation about how this kind of behavior still exists and what we can do about it going forward. The events and behaviors around the US election have given us a huge opportunity to take this can of worms and really examine it for what it truly is.
The truth is the oppression and objectification of women is alive and well and not relegated to a few men in a locker room. It exists in the boardroom, the lunchroom and down the hall by the water cooler.
So what if we all started by suspending judgment on whether or not it exists and start asking each other and ourselves simple questions to help create awareness and understanding of this critical issue:
1. What exists within the shadow of subtle sexual aggression, unwanted advances and unsolicited judgments by men toward women? What does it look like?
2. What do women feel when they experience the shadow?
3. Why do women not call out the perpetrator as an aggression occurs?
4. How have experiences of the shadow gone on to influence women’s lives?
5. What do men feel when they engage in subtle sexual aggression, unwanted advances and unsolicited judgments?
6. What do men feel and do when they witness another man engaging in this behavior?
7. How does the current culture of your workplace support, deny, ignore or disallow shadow behavior?
8. In what ways are we culturally enabling this behavior to perpetuate?
9. In what ways can we let go of blame and collaborate to educate each other of the danger and damage of shadow behavior?
10. What will it take for you to become part of the solution of shedding light on the shadow?
You may be thinking this is a simplistic way of addressing a complex issue of long-held beliefs and behaviors. And that is exactly the point.
Yes it’s shameful treatment of girls and women. Yes it’s unacceptable. And yes it has to end. But until we talk about it and try to understand all the perspectives involved, it will continue unchecked.
Whether it’s at the dinner table or at work, let’s use the opportunity of shedding light on the shadow of sometimes subtle and often upfront sexually intimidating or unwanted behavior that has too long been pervasive in our society.
Are you ready to start the conversation?
I confess – I lean toward being a big picture kind of person. I get frustrated with details. I dream, I vision and I get going on making them happen. I look to others to sort out the technical and minutiae.
Over the years I have let go of so many little things I thought were important because they caused me a lot of stress. But there are some things that just shouldn’t vanish. They are the small details that make life better.
These are the top 5 little things I pay attention to: