Early in my career, as women’s wear manager for a fashion importing company, the owner of the company told me he was sure I’d make a great mother and not want to return to work when my baby arrived. I was stunned and speechless. In that moment I felt the power to make my own decision taken from me. I didn’t realize I’d touched the glass ceiling.
I tell this story because it’s one of many I hear from women highlighting how the glass ceiling stays so tightly in place.
The recent spate in the media of women revealing their mistreatment by men in power is another example (#timesup). Yes we’re seeing this primarily in Hollywood and the arts, but make no mistake; it exists in corporate boardrooms across multiple industries.
The glass ceiling, a term coined by Marilyn Loden (author and feminine leadership expert) in 1978, is situated within the historical domain of male-designed and built structures. It’s as abstract as the idea that women have traditionally subscribed: to think and behave as men in order to reach upper corporate echelons.
So how does one shatter the glass ceiling?
It’s a great question with no easy, straightforward answer.
I’ll start by suggesting you think of the glass ceiling as mirrored. Of course, when you look up you see your own reflection. And that’s the point. Before you can shatter that ceiling you have to understand yourself and how you may be contributing to your own hold-back.
By no means am I suggesting we’re responsible for this type of career limitation. Rather, I believe we have influence over both how we respond to systemic traditional practices and how we actively shift those outdated rules.
Start by asking yourself these important questions:
- Are you aware of how you show up to others?
- What meaning do others see in your actions?
- Does your behavior represent your values and ethical stance?
- Are you deeply aware that you always have a choice?
- Are you decisive or do you seek to please?
- Do you go it alone or do you actively collaborate and develop support networks?
- Do you continuously work on your leadership practice? Or do you find yourself most often in a reactive state?
Now let’s go deeper by testing how we may be contributing or not contributing to the glass ceiling phenomenon:
- Are you supporting other women – peers and subordinates? Or are you competing with them?
- Are you accepting the status quo? Or are you curious to develop or promote women-centric approaches within your current professional culture?
- If you’re accepting the status quo, what’s holding you back from drawing on your courage?
- Are you clear on how you use your power professionally? Is it attached to your ego?
- Do you ask the right questions? The kind of questions that create open dialogue without being offensive or defensive?
- Do you respectfully challenge the unwritten rules?
And, most important…
Do you ask for what you need?
Answering these questions can reveal how you may be holding yourself back. Knowing this can give you a clear view of cracks in the ceiling.
It’s the cracks you’ll be looking for – the opportunities to slip through. The ones that welcome you as the strong authentic feminine leader you are. It takes courage. And it means taking responsibility to be that woman who doesn’t compromise to fit in. It means taking responsibility to define and embody new cultural rules that in turn create more cracks in the glass.
As women, we’ve come to know that change does not happen quickly. It happens because we make a conscious effort to change the course. I first heard the term “glass ceiling” almost 40 years ago. While it still exists, I believe the tiny shards of glass can be heard falling on the ground.
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.
Lately I’ve had a spate of clients who struggle with understanding why their current position isn’t satisfying them anymore. They know something isn’t right but are caught in the “can’t see the forest for the trees”. They may even know something needs to change but through fear, stress or loyalty, they are stuck.
I know the feeling – I’ve been there. I never aspired to work in the public sector, but there I found myself. We had two young children and my husband starting his own business. Pension, benefits and a regular paycheck were my WHY.
It worked brilliantly for a long time – until it didn’t. This didn’t happen overnight. As my children got older I started to question my values and aspirations. My values weren’t lining up with the company’s culture.
In retrospect I can see that my original WHY was no longer working for me. But at the time I was caught up with the stress, the loyalty and no idea for my future.
My story isn’t unique. What I’ve learned is that as we move through life, our context changes and for many of us, we don’t recognize the need to change with it. Simply put, as we change, so too might our WHY.
Let’s take a closer look at what your WHY really means.
Basically your WHY is your motivation. It’s your purpose. For many of us it can be strongly influenced by our external context at a point in time.
I researched articles and studies on how motivation (your WHY) impacts your work and job choices. I’m intrigued by the work of Lisa A. Mainiero and Sherry E. Sullivan, whose research focused on a five-year study examining women and men’s career patterns. Their term Kaleidoscope Career describes:
“…a career created on your own terms, defined not by a corporation but by your own values, life choices, and parameters. Like a kaleidoscope, your career is dynamic and in motion; as your life changes, you can alter your career to adjust to these changes.”
Their work found that a complex interplay among issues of authenticity, balance, and challenge are behind why we shift careers through our life course. It’s about taking stock of career decisions and making changes to meet:
1. An individual’s needs for challenge, career advancement, and self-worth juxtaposed against
2. A family’s need for balance, relationships, and caregiving, intersected by
the person’s need to say,
3. “What about me?” “How can I be authentic, true to myself and make genuine decisions for myself in my life?”
While Mainiero and Sullivan found subtle differences between how men and women approached their career shifts, ultimately it’s the shifting context of their lives that impacts their need to change course.
So what does this mean for your career? And even more important – what does it mean for YOU?
If you’re like many of my clients who come to me disenchanted with their current work, it’s time to assess what’s beneath this feeling. It takes a bit of inner work and reflection, coupled with honestly assessing your current life context.
Here are steps to help you discover what exactly is going on and how to move forward:
1. Get clear on how you’re feeling and behaving – are you irritable, bored, stuck or blaming your discomfort on your workplace? These are key signs something’s up.
2. Make a list of your top 10 values. Ask yourself if these align with your work and your workplace. A strong misalignment is a sure sign it’s time to move on.
3. Reflect back on why you started on this career or took your current position. What were your reasons?
4. Consider what’s different in your current life stage and context?
With this data, you can look at your situation from the outside in. Has your original motivation for career or job choice become stale? Is your passion to excel and deliver still ignited?
Next is the critical question – what exactly is your WHY now?
If it’s the same reason it’s always been, then great. This may mean it’s time to shift companies or reach forward to a new level.
But if your WHY has shifted, it’s time to make a plan toward aligning your WHY with a career change. I can’t tell you what that would be. It’s yours to discover. What I can do is suggest next steps.
Google has pages of blogs, how-to’s and articles on mid career changes. I’d highly recommend working with a career coach. They have tools and roadmaps to help you uncover potential opportunities and plan next steps. Talk with family to understand how this will impact your status quo (i.e. financial, location, time etc.) will help solidify your plan.
We’ve all heard the saying, “you only live once”. But that one life shifts and changes over time. What worked well in our twenties and thirties won’t necessarily fulfill us in our late forties and fifties. Being aware of your WHY and assessing that against your current reality means taking responsibility for you, your career and your future. If this article describes you, it’s time to discover your next chapter!
This I do know for sure.
The Internet is rife with advice on how to be self-aware. I’m not here to give you the top 10 ways of how to be self-aware. What I will do is help you understand why it’s the foundation of successful leadership.
Think of this blog as a “back to basics”. If you’ve followed me for a while, you’ll know how often I refer to developing your self-awareness as the most important thing you can ever do for yourself.
Self-awareness means understanding yourself, as objectively as possible, and leveraging it to create a life that aligns with your natural inclinations – not challenge them.
Back in 1972, Shelley Duval and Robert Wicklund published their landmark theory of self-awareness. They determined a person can focus both on themselves and their surroundings at any given time; they can think about what they’re thinking, doing, and experiencing.
Recent self-awareness research reveals that people use their external surroundings as a comparison of self to external standards.
Recent studies take this a step further in suggesting self-concept isn’t static knowledge garnered once, but rather it’s fluid, complex, and contextual.
In doing research for a training program I’m developing for new and mid -level managers, I combed my shelf of leadership books. While they’re written by the top leadership gurus, it’s Steven Covey who talks about the importance of cultivating self-awareness. He refers to it as the space between stimulus and response – the space where you can pause and make a choice. Covey believes cultivating self-awareness is one of the highest leverage activities we can engage in.
So what does all this mean for leadership? Likely more than you think.
Quite simply, the greater our quest for self-understanding the more we can predict, choose and be flexible in our behaviors and responses.
Let’s say you’re finding yourself overwhelmed and, as a result, short on patience. You know this is a pattern of response when your stress meter rises. Because you know this, you can make choices to manage your behavior. You may decide to take several deep breaths when you feel yourself tensing up. You may choose to take a short walk, or close your office door with a DO NOT DISTURB. This is where your positive self-talk can be critical in pulling you off the ledge of impatience.
Your own self-awareness is also a way of understanding how you show up to others. A client of mine was feeling distressed with her new directive-style boss. This style was in conflict with my client’s collaborative and affiliative approach. I suggested that both my client and her boss have blind spots on how others see them. This lack of self-awareness was contributing to the tension between them.
This knowledge produced an “aha” moment for my client. She admitted greater compassion for her boss and humility for herself. The way was paved for a productive dialogue between them.
As leaders in large organizations, my client’s example is common. In the quest to drive results, make a difference and meet incredible demands on time, leaders tend not to spend enough effort on self-reflection.
The more we reflect, the greater our awareness and the greater our ability to show up authentically and respectfully. It opens the space for us to pause and make positive choices on how we’ll show up. This, in turn, engenders trust with those around us.
By now you likely realize how impassioned I am about self-awareness. It truly is the cornerstone of authentic and effective leadership.
I said I wouldn’t give you advice on how to develop your own awareness. I will offer this. There are simple ways to set you on your journey including daily meditation, mindfulness, doing a psychometric assessment or coaching sessions that are scientifically proven to facilitate increases in self-awareness.
Are you taking the time to invest in yourself?
Influencer is one of those words that we often hear bandied about these days. “She’s a Huff Post influencer.” Or “In fashion circles, he’s THE influencer.” These are the people who capture attention and move ideas across broader audiences.
But there’s another type of influencer: one that requires critical skills for anyone aiming to provide executive level value or get ahead in the workplace. This influencer has a keen sense of business acumen, excellent communication skills and is known as “the go-to person” for pushing innovation.
When I was a senior leader in a large organization, the HR Director told me I had a lot of power in the organization. I didn’t understand what she meant at first. I watched myself over the next few weeks and realized I have the gift of influence.
In my coaching practice, the idea of being able to sway or inspire others is a recurring theme. With flatter organizations and dotted-line authority for other employees, having the ability to engage and lead others with influence may be the only way to get the project or work done effectively.
I have an idea of what being an influencer means, but I wanted to find out what the “experts” say makes an effective influencer. For me it’s intuitive; so how can I coach others in developing this skill?
Naturally I started with Dale Carnegie’s seminal How to Win Friends and Influence People, arguably the most popular self-help book ever published! Along with common communication behaviors such as listening and engaging with honey rather than sour lemons, here’s a couple of Carnegie’s gems:
- Let the other person do a great deal of the talking
- Let the other person feel the idea is his or hers
- Try honestly to see things from the other person’s point of view
- Talk in terms of the other person’s interest
- Make the other person feel important – and do it sincerely
Suzanne Bates, author of numerous books on leadership, believes that to influence, a leader must have “executive presence” or gravitas. She defines executive presence as having three distinct dimensions – Style, Substance, and Character. She further explains that influence is who you are and how others perceive you.
Let’s take that one step further. The art of influence is about the interplay between two concepts:
1. There’s an “I” in influencer. And, of course the degree to which you step up to your “I” depends on how self aware you are and your ability to see how others see you.
2. An idea or solution is just that. Nothing more. Unless you embed and describe it within a context. It’s conveying the “WHY” behind the idea. That ‘s when people pay attention.
Let’s break these two concepts down even more.
The first concept is about you’re internal self and how it manifests in your style and behavior. Your strengths, weaknesses, thoughts, beliefs, motivation, and emotions. For example, if you’re someone who needs to be right, chances are your ability to influence is low. If your motivation is to support others in their success, your influence quotient will be higher. It’s about engaging in active listening, sharing information openly and being curious. Not to mention understanding your potential impacts on others from their point of view. Think of this concept as the “HOW” you persuade or influence.
Understanding the core of the issue and why it’s important to the business is the second concept. This is conveying why a + b will = c. It’s having business acumen to understand the bigger picture, its inherent complexities and, in turn, helping others get on board. Say your company decides to make a shift in policy affecting staff. There’s a better chance change will happen if you openly discuss WHY it’s in the best interest of the company and what’s behind the decision.
If these two concepts blend together, they become a powerful way to influence others. With innovation and the lightening speed of change, being an influencer can be the growing edge in your career or business.
Want to be a great influencer? Start with developing your self-awareness and communicate exactly the reason why you or (your business) do what you do.
Are you ready to put the “I” in INFLUENCER?
“Who do you work with?” is the question I get when people find out I’m an Executive Coach. This makes me laugh because I wonder if they think I’m the executive. Or, to be a client they have to be an executive!
The answer is muddy. Yes I do coach executives in C-Suites. But I also work with business owners, new leaders, senior leaders, professionals such as doctors and high-performers heading upward in their careers and business. And lets put an emphasis on high-performers.
As a coach, I’m not in it to performance manage anyone. That responsibility lies with the employee’s direct manager. From time to time I do however, coach those same managers on their people-managing and communication skills.
I digress. The name Executive Coach has become part of the industry nomenclature distinguishing it from other forms of coaching (life, performance, career, sales, retirement and the list goes on).
Lewis R. Stern, in his article Executive Coaching: A Working Definition, explains the difference between Executive Coaching and other forms of coaching; there’s a dual focus on working one-on-one to develop the executive as a leader while helping that them to achieve business results.
You may be wondering why does an executive even need a coach?
For the seasoned leader, Executive Coaching provides a methodology to slow down, gain awareness and notice the effects of their words and actions. The objective is to make explicit to the coachee that they have choices in their approach rather than simply reacting to events.
And let’s face it, executives and business owners are people like everyone else. They have their doubts, their egos, and their own beliefs or habits that trip them up. I become their thinking and strategy partner because believe it or not, it can be lonely at the top.
With the newer leader heading toward the C-Suite floor, we most commonly work toward letting go of the “expertise” that got them to their new position. The objective is to help them realize they’re now required to lift their head toward a bigger vista. What they view and how they approach their work means shifting to a broader orientation to understand how to influence, who to influence and why this matters.
For successful coaching it’s critical to understand it takes commitment, regular sessions and work in-between. While I’ve got my clients’ backs, executive or not, I’ll challenge the thinking, beliefs or habits that may not be serving them anymore.
How, may you ask am I qualified to work with this clientele? Was I an executive myself? Did I train for this or take an introductory weekend course?
These are exactly the kinds of questions you and any leader must ask when hiring a potential executive coach.
I recently re-read an article in Harvard Bazaar from thirteen years ago, The Wild West of Executive Coaching. The authors described executive coaching as a chaotic frontier largely unexplored, fraught with risk, yet immensely promising. They were drawing attention to the many self-proclaimed coaches with wildly diverse qualifications.
The profession has come a long way since 2004. The International Coaching Federation has become the profession’s governing body. It assesses not only potential coaches, but the executive coach training institutions as well. Since 2007 it has invested in over 8 international coaching studies to demonstrate the highly effective nature of coaching.
Are all executive coaches now certified? Not yet, which is why it’s so important to check credentials.
In my case I was a senior leader in public service, back-filling for my executive boss in her absence. So yes, I’ve sat at the executive table. But more important, I completed a university masters level executive coaching program. I’ve combined experience with the skills and methodology of coaching to provide an optimum experience for my clients.
Whether or not you’re at the top or halfway up the ladder, executive coaching promotes reflection, produces learning, behavioral change and growth. Executive or not, that produces a solid financial return on investment for both the coachee and the business.
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.
Chances are you work for an organization that spends a lot of effort coalescing employees around their brand. After all, employees are perfectly positioned to be great brand ambassadors for a company.
Company brands are big business – the clearer and more memorable the brand the better the revenue. Even public serving organizations have jumped on the bandwagon. Just think of the Big Apple and you immediately think of New York.
If branding is so successful for companies, it makes sense it could do the same for people. Just google “personal branding” and you’ll find a plethora of articles and guides to turn you into Andy Warhol’s next soup can!
While recently working with new leaders in a global IT firm, I was taken aback the first time I heard one of them describe their personal brand. I was told the company encourages employees to develop their own brand.
This got me really curious to think about what would go into an employee’s brand and how they could use it to further their career.
Basically, your personal brand is how you tell people what you do and what you stand for; personal branding’s your reputation, expertise and values rolled into one professional identity or descriptor.
In his recent INC. article, Jayson Demers of AudienceBloom says personal branding requires you to find a signature image, a unique voice, and a recognizable standard that your readers, fans, and customers can grow to recognize. This includes your stakeholders, managers, and prospective employers – anyone who’s interested in working with you.
Before you jump to the notion we all have to have personal avatars, I want to make clear that isn’t the case. Sure, if you’re in an industry where your audience and stakeholders work in visuals, then you may want to use colours, images and cool fonts or even a website to represent you.
What personal branding really boils down to is a crystal clear synthesis of your own self-awareness, how others see you and what you bring to the table.
If you’ve read this far, you may be asking yourself why you would even have a personal brand for your professional life. Great question. Your brand is:
- Your elevator pitch – the consistent story of who exactly you are
- Ground zero when you need a little confidence (a reminder of how great you are)
- A check in valve as to how others are experiencing you
- A way to convey your beliefs and values – what you stand for
- A differentiator of your unique talents – what sets you apart
- A way to position your unique offering to potential employers
- The way you stand out within your current job
- A way to compare yourself to the brand of a potential hiring company or position to assess the “right fit”
- The statement and/or physical representation you can insert at the top of your resume or LinkedIn page
There are lots of articles to help you figure out what your brand is. You’re the best ambassador for you, so why not write your story? I’ve put together are a few key steps to get you on your way:
- What do you stand for? Write an honest list of the most important things you value and believe.
- What are the key skills you want others to know you have? Add those to the list.
- Ask 20 people you know for 3 words that describe you. Add their responses to your growing list.
- Distill the list into 4 themes that accurately describe you (if you find this hard, ask a trusted friend to help).
- Turn the 4 words/themes into your brand statement and write an elevator pitch to use at your next networking event.
- Be creative – design an avatar, have a one-page website full of carefully chosen visuals or whatever makes sense to convey you (while not necessary, it can set you apart to have visual representations).
- Choose one or two social media sites that best suit you and put your brand front and centre. This is your chance to be memorable. (I use LinkedIn and Twitter because it’s where my clients are. Check out Xing if you’re looking for new opportunities)
- Align all future tweets and content with your brand.
- Practice conveying your brand at networking events and opportunities. (Don’t dilute yourself – focus on who you meet with without spending precious energy on gatherings that aren’t in alignment with your brand and where you’re headed).
- Be who you say you are. (Because this is always the most important part of your brand and career).
Finally, the biggest benefit to going through the process of brand creation (if you haven’t figured it out already) is this: greater self-awareness, which is a combination of what you know of yourself and of how others see you. The truth is, people want to hire people who have the right talent and are authentic.
Like what you read? Check out more at eveofchange executive coaching inc.
It’s that time of year again. The pressure’s on to buy buy and buy more. On the heels of Black Friday (whoever came up with that name was cheekily brilliant), we now have Cyber Week! Everywhere we look there’s some corporate giant waiting to pounce on our wallets.
This mass media marketing is, of course, designed to make us think we must have that new electronic, or fancy pair of shoes. But do we really need it?
The same thing happens in our careers. We’re told we must develop our leadership competencies so we can climb that ladder that beckons us to the top. Managers tell us we must directly supervise employees to become a Director. And the message is, everyone must aim to be a leader.
If you’re an entrepreneur you’re hearing so many “must” do’s to earn multiple figures or market to our target niche. Business mentors are ripe with recipes for that one path to success.
Like the pre-Christmas mass marketing that dupes us into thinking we must have the toys, gadgets and latest of the latest, so do the manager, mentors, leadership books and business publications demand we need to be and act a certain way.
But are they right? Or are they really telling us how to reach their goals and their vision of success?
I’ve recently had the privilege of coaching a large number of rising stars in a sizeable organization. Their managers tapped them on the shoulder to attend an intensive leadership program. While some of them truly do have the goal of making it up the ladder, others are confused and feeling pressured.
What I find most interesting is when we peel the layers off their onion we find that their own career goals are in contrast to what they believe they’re “supposed” to do as defined by their manager, organization or business mentor.
This is when the confusion sets in. Questions invariably come up:
- Will the company still value me if I don’t want to move up?
- Will I be passed over for interesting projects?
- How will my colleagues view me?
- What value do I bring to the company?
If you own your business, your questions are likely:
- Why do I have to follow what everyone else is doing?
- Will I be a failure if I don’t make 6+ figures?
- Why does my sales funnel have to look like B-School’s?
These are natural responses and reactions. But what if I asked you, “What’s your definition of your purpose and the legacy you want to share with your organization or business?”
That changes everything!
I know this may seem obvious, but it bares saying: it’s unlikely you’ll ever be happy following what others do or what they expect you to do.
So now what?
While having a coach guide you forward is an asset in gaining clarity and perspective, you can start by tossing aside the previous questions and focus on uncovering your true goals and a path to achieving them. Start by asking yourself:
- Who is responsible for my career?
- How important is my work/life balance?
- Am I passionate about the work I do?
- Do I like being an expert in my field?
- Do I crave greater responsibility for and interest in leading others or the bigger picture?
- Is financial achievement my primary motivation?
- Am I open to moving laterally versus up, in the organization?
- Do I actually care what others think of my career direction and me?
The next step is getting clear on your beliefs. Try writing down 5 beliefs you hold regarding work and career. Compare these with your answers to the questions above. Do they align or are there disconnects? These disconnects are critical holes that need your attention; this is the vacancy between what you believe and what you desire. The idea here is to go into this space and honestly ask yourself which is your truth – your so-called belief or your so-called answers to the questions.
Please know there is no right or wrong answer. You’re entitled to your own career goals and a path to reach them. You’re also entitled to question your beliefs.
There are no musts or rigid rules in your career – only your ability to discover what is right for you. Like the catalogue full of enticing trinkets guaranteed to bring you joy and happiness, so too are your managers’ or mentors’ expectations for you – illusions painted by someone else.
The bottom line is – you get to decide. You actually need to decide. Getting clear and forging your true path is no doubt the most important career development step you can take.
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?