Monday, July 25, 2011

Career Criteria: The Trinity of Needs

"Measure any potential career against three essential key criteria:


Do I find the work satisfying?
Can I make good money?
Does it provide a useful service?


These questions point to the three essential components of a fulfilling work life.  Two out of the three may seem sufficient for a while, but all three elements are usually required in a satisfying long-term career.  And the lack of one or more of these three basic elements is the primary cause of dissatisfaction and complaints in the workplace."
- from The Four Purposes of Life, by Dan Millman

Compare and contrast this to Dan Pink's 3 essential aspects to be engaged at work in Drive: The Surprising Truth About What Motivates Us:  
  1. Autonomy
  2. Mastery
  3. Purpose

Coaching Challenge: Consider these combined 6 criteria when making a career choice to be both fulfilled and fully engaged. 

Two Secrets of Success for the Self-Employed


1. Be good at what you do.
2. Be good at promoting what you do (or hire someone who will do that for you).
- from The Four Purposes of Life, by Dan Millman

Saturday, June 18, 2011

Finding Flow

Mihaly Csikszentmihalyi has written a few books on the topic of "Flow".  While I found one of his books to be academic and a difficult read, "Finding Flow: The Psychology of Engagement with Everyday Life" is much more engaging.

Flow is a mental state where a person is fully immersed in an activity, feeling fully involved, a sense of energized focus.  It's a state where time passes by without even noticing it.  I've experienced Flow when  I coach a client, play the piano, or race a sailboat, or write an article or report.

The biggest takeaway from this books is that optimal experience, or Flow, occurs when two variables are high:  Challenge Level and Skill Level.  This chart depicts this through illustrates the quality of experiences as a function of the relationship between challenges and skills:

Over a week period, notice when you feel this different states, and see how true it is for you.  Notice when you feel a state of Flow in your life, and create opportunities to experience this more in your life.  And if you feel you don't experience Flow, consider what you're skilled at that you enjoy doing, and amp it up so that you're challenged.

I'd love to hear your experiences with flow.  Post a comment and share your experience!

Tuesday, February 15, 2011

Bad Bosses

Bad managers are a huge problem in workplaces, resulting in negative consequences on employee morale and engagement. 

A survey recently conducted by the Human Resources Professionals Association (HRPA) found 73% of HR professionals believe that managers who bully, speak inapppropriately to staff, or are disrespectful are "a significant problem in today's workplace." 

The HRPA's director of HR excellence says: "There are managers who are poorly trained or promoted to management for the wrong reasons." 

What can you do if you have a bad boss?  Check out my article "Top Three Bad Boss Behaviours and What You Can Do About It" on ezineArticles.



As Featured On EzineArticles

Thursday, December 2, 2010

The Last Career Guide You Will Ever Need

Daniel Pink, author of “A Whole New Mind”, wrote this fabulous little book, “The Adventures of Johnny Bunko: The Last Career Guide You’ll Ever Need”. It’s a quick read, practically like reading a comic book! It’s written in the Japanese comic format known as manga. Packed with practical, cut-to-the-chase advice with six essential lessons for thriving in the world of work, I highly recommend it.


Here’s the skinny, in case you want it straight up, like I usually do:

1. There is no plan. Most people think it’s so important to plan out your career for years out, like a life map. The world of work changes. Your job might not even exist 5 years from now. New jobs will appear. Instead, make decisions for fundamental reasons: take a job or join a company because it will let you do interesting work in a cool place, even if you don’t know exactly where it will lead.

2. Think strengths, not weaknesses. I definitely promote this approach. Buckingham and Seligman’s research about discovering your strengths show that the key to success if to steer around your weaknesses and focus on your strengths. Successful people don’t try too hard to improve what they’re bad at. They capitalize on what they’re good at. That’s good news – if you follow this advice, you’ll be involved in work that gives you energy instead of draining it.

3. It’s not about you. Your work is about your customer, about your clients. Using your strengths is not to self-actualize. Your work is to serve. Help customers solve their problem. Give your client something she doesn’t know she’s missing. Have an outward view, not inward. The most valuable people in any job bring out the best in others. Make your boss look good. Help your team members succeed.

4. Persistence trumps talent. Like athletes and musicians, successful people show up, they practice and practice and practice some more, and do well in whatever career they choose. Like compound interest, a bit of persistence builds on itself. Over time, a little bit of persistence improve performance, which encourages greater persistence, which improves performance even more, and so on. Talent isn’t so important; the world is littered with talented people who didn’t persist, who didn’t put in the hours, who gave up too early. Meanwhile less talented people who persist pass them by. That’s why intrinsic motivation is so important – doing something because you simply like doing it, rather than needing to get an external reward like money or a promotion. The more intrinsic motivation you have, the more likely you are to persist. The more you persist, the more you are likely to succeed.

5. Make excellent mistakes. Too many people spend time avoiding mistakes. They’re so concerned about being wrong, about messing up, that they never try anything – which means they never do anything. Their focus is avoiding failure. The most successful people make spectacular mistakes – huge honking screwups! They’re trying to do something big, and each time they make a mistake, they get a little better and move a little closer towards excellence. Excellent mistakes are those that come from having high aspirations, from trying to do something nobody else has done, rather than stupid, thoughtless blunders.

6. Leave an imprint. When you get towards the end of your life, you’ll ask yourself questions like: Did I make a difference? Did I contribute something? Did my being here matter? Did I do something that left an imprint? Before it’s too late, ask yourself those questions now. Think about your purpose, recognize that your life isn’t infinite, and use your limited time here to do something that matters. Truly successful people deploy the other 5 lessons in the service of something larger than themselves. They leave their companies, their communities, their families a little better than before. This is what it means to be alive.



What are your strengths? How are you expressing your strengths at work?

How persistent are you? How can you build your persistence ‘muscle’?

What are you working to contribute? What really matters?

Thursday, October 14, 2010

5 Steps To Set Clear Expectations

Why is setting expectations important?  If your staff know what is expected of them, it allows them to focus on results and to monitor themselves against the set standards.  Environments in which expectations are not clear, or change from week to week, seldom create high-performing work groups.


The following are five steps to use to set and communicate clear expectations:

1) Focus on Outcomes; 2) Define Roles; 3) Monitor; 4) Provide Feedback; and 5) Reinforce.

1. Focus on Outcomes.  Expectations should focus on outcomes, not activities. In other words, you achieve clarity when you identify the expected results rather than the method for achieving them. Managers often make the mistake of attempting to direct the process that staff will use rather than being clear about results.

Defining the objective often requires some thought on the part of the manager because it is easy to fall into the "activities trap".

2. Define Roles. Clearly outlining and explaining the role of each team member, including key job responsibilities, is necessary at the outset. When setting expectations for staff, it is important to define your own role as a leader as well. Explicitly state that you expect to be a resource, if you want them to know that you are available to assist with problems.
 
3. Monitor. Monitoring is the follow-up that the manager provides after expectations have been set. It can take many forms, from a formal status-review meeting to a casual conversation in the hallway. Regardless of the form, monitoring is the component that indicates that the project or assignment is important to you as a manager and that you are interested in its outcome. It enables you to assess the progress and assist if unexpected roadblocks emerge.

4. Feedback.  Feedback is the process of communicating what is working well and what needs improvement. Focus on progress, any course corrections that may be required, and the subordinate's view of the project. It is key to allow employees to debrief their experience. As the leader, you will be in a better position to evaluate not only their progress, but also what future responsibilities they may be able to undertake.

5. Reinforcement.  Rewards or consequences come into play to provide either positive or negative reinforcement.

Certainly, you want to reward a positive outcome. Rewards can take a number of forms, but regardless of the type, they should be timely, specific, and relevant to the employee. Consequences also should be timely and specific while focusing on how the employee can improve performance.

While giving negative feedback often is uncomfortable for many managers, on-the-job behavior is shaped by both circumstances and consequences. If there is no downside to poor performance, it is difficult for managers to raise the performance bar for any of their staff.

Tuesday, August 3, 2010

Work That Matters

Michael Bungay Stanier, who wrote the book, Do More Great Work: Stop the Busywork. Start the Work that Matters., believes that all work falls in one of three buckets:

  1. Bad Work consumes time and energy, and makes no difference.
  2. Good Work that you do most of the time, and do it well.  The problem -- it's endless, and it's comfortable, which keeps you spinning your wheels in routine and busyness, as you just get through each week.
  3. Great Work is meaningful, challenging, lights you up and matters to you. 
What kind of work are you doing, most of the time? 

If you're like most people, on average, you're doing Bad Work 0-40% of the time, 40-80% of your time doing Good Work, and 0-25% on Great Work.

Check out this YouTube video for a quick overview.

How can you do more Great Work?  Here are three tips that I believe in and fully endorse:
  • Create Projects.  See all great work as projects.  Abandon your job description and focus on creating projects where you are focusing on your best work.
  • Define 3 Things Daily.  Define three high-impact actions you will take each day, and focus on them. Having a long "To-Do" list completed daily isn't effective if you haven't accomplished what matters most. At the very least, define one thing that you really will do. The other two can be gravy, bonus tasks that you'll be happy if you get to them and if you don’t, you won’t beat yourself up about it.
  • Create Great Work Space. Great Work requires a different type of thinking, so create a different kind of space for it. The space can be a coffee shop, a meeting room, another office space, the cafeteria, a library. Find another space to do your Great Work.  Changing the context will change the way you work.
I'll be interested to hear about your success doing more Great Work!