How To Plot Your Career Change

August 30, 2010

Determine Your Ideal Profession & Life-style This is the most difficult stumbling point for people who are not enjoying their current work and who also feel blocked around what might bring greater satisfaction.  I encourage people to be patient and know that this process will likely take longer than they’d like but that their current situation is not permanent and will eventually change.  It is also important to take the time to step back and look at their entire life situation and determine what other aspects of their ‘whole’ life might be lacking in fulfillment.  These areas are: Work and Education, Relationships, Personal Growth and Health and Leisure.   Through this process, many people find that their unhappiness at their day job is bleeding into other aspects of their life and that there are areas that they can change for the better immediately.  For example, a client named Susan realized that she had completely given up on her dating life waiting for Mr. Right, as well as sticking to a regular exercise regimen, because she was feeling so dissatisfied with her current job.   Her unhappiness at work was becoming an energy drain in other aspects of her life. As she began evaluating what type of job would be more ideal, she also committed to exercising three days a week and making an effort to say “yes” to dating, even if the guy didn’t immediately have Prince Charming potential–at least she was getting out and having fun meeting people, which increased her energy.  Over time, Susan’s improved sense of overall health and personal happiness also helped to propel her commitment to pursue her career transition.   

Do Your Homework Once you have identified one or even a few desired professions-collect as much information as you can about them through online research, recently published books and journals, and most importantly informational interviews with people who are currently in that industry.  Many people are aware that LinkedIn is a free online resource where you can search within your greater network of your friends or colleagues for their acquaintances who are working in your industry of interest.  Ask your colleague or friend for an introduction and then request a brief 20 minute telephone call or a meeting over coffee.  These people can be your best ‘real world’ resources for what employers will be looking for when you are ready to make a move. It is critical to understand whether the industry is growing, what they are looking for as far as talent, and whether you will need to acquire a specialized type of education or certification or job experience to be considered for the profession.    

Formulate Your Strategy Once you have a solid idea of what type of skills, experience and/or training you will need to make your career transition, I then work with clients on sketching out a strategic action plan.  Some of these beginning actions might include: opening up lines of communication with previous bosses so that they are ready and willing to act as solid references, updating your resume and any online profiles, and evaluating whether you are prepared for relocation and/or having to take a pay cut to enter into your preferred industry at a lower level than where you currently stand at your company.  One of my clients’ Eric wanted to transition from working in the financial services market into a medical device sales position.  He had learned from the informational interviews that sales companies were going to want to see concrete examples of his desire to win, self-direction and proven public speaking skills.  So, Eric sought out opportunities at his current workplace such as presenting at large staff meetings, proposing a new initiative to improve client confidentiality concerns, and  dedicated himself to improving the ‘areas for development’ that were raised in his last performance review.  Eric also learned more about what he needed to prove along the way of his interviewing process with a variety of different sales companies and eventually made his transition after almost a year’s time.  

Be Prepared to Sell Yourself The concept of selling oneself can be very anxiety producing and uncomfortable for many people.  One can best overcome these concerns by focusing their efforts on learning as much as they can about what it takes to be successful in their targeted profession.  Having this ‘curious focus’ takes the pressure off of the individual to always be talking about themself and allows them to approach potential leads and eventual employers with a clear understanding of how they will be an asset to that particular industry and that specific company.  For example, Dan had been working in the editorial world for 8 years and was eager to make a transition into work that was more personally meaningful.  He set his sights on sports marketing but was very apprehensive about how he would break into such a popular industry and how he would overcome his discomfort with the concept of networking.  He began by learning everything he could about the industry as a whole as well as what companies had offices in his hometown of Chicago and how they differed. Next, he found out about a specific networking group for marketing professionals, through an informational interview and eventually began attending their events. Over time, Dan built up contacts within the sports management field as well as the confidence that he would be able to convince an employer that he would be an asset to their particular company and composed a portfolio of his work that highlighted his selling points.   

Ramp up Your Life Outside of Work! It is equally important to be sure to balance out the other aspects of our lives: Personal Growth/Health, Relationships and Leisure, while we plot our professional transformation.  While your professional situation may not change as quickly as you would like it to, it doesn’t mean you can’t have a life! So, try to focus on what can be controlled in your life—and ramp up your personal life.  For example, push yourself to accomplish something you might not have ever imagined for yourself like: completing a triathlon, joining a music band or writing a short story.  Oftentimes, people end up opening doors to their desired path when they are not even looking.  An example is a woman named Patty who was determined to break into the wine import industry but had not had any success in setting up an informational interview or making a personal connection so to learn more about the field.  She followed my ‘homework’ and finally pursued a long postponed hobby—starting to practice yoga.  Within two weeks of joining a yoga studio, she discovered that the studio’s owner was a big time wine importer and generously invited Patty down to his business to shadow him for a day once his wife made the connection. You never know where your ‘breaks’ are going to come from!


Masterfully Managing Your Vision

August 23, 2010

How central is your business vision statement and purpose as you navigate your daily grind?  How often do you reflect on what your ultimate value proposition is to your clients and partners as you trudge through the ups and downs of your business life?  If you have not yet decided what your vision is for your career or your business–please, take the time, to do so.  Take advantage of my 30 minute complimentary session and we can get your started on this essential task.  Then, once you are crystal clear on what it is you are setting out to accomplish for yourself, your clients, your partners–here are some suggestions for ways that you can best manage your aspirations in the long haul:

  • Crisply communicate not only what you are ultimately in business to accomplish but also why there is no one else like you who can deliver on your value proposition and why you are in a class of your own.
  • Describe the future reality for your clients and partners that is a result of your work, so that they know what they are working towards with you and why they chose you.
  • Be prepared to address apprehension and objections that may be a by-product of them choosing your ‘way’ versus business as usual as well as an explanation of your ROI.
  • Remain open to necessary adjustments and tinkering that will allow you to better serve your customers.
  • Walk Your Talk! Make sure you model the same behavior which you speak and write about.
  • Keep in mind that varying audiences are going to warrant specific core messaging and value propositions.
  • Ask yourself how you are inspiring change within your community.  You have to instill hope and faith that you  have the answers that the world needs. Get creative!
  • Like it or hate it-you are selling your vision and purpose.  So, think about questions you have as a consumer as far as ‘satisfaction guaranteed’, commitment time frame, consumer reviews, etc.
  • Remain open to and committed to learning about future trends within your industry and adapt accordingly.

Do you have managerial courage?

December 11, 2009

Managerial courage is a skill that some bold entrepreneurs are surprised to find they are not adept at practicing in contrast to their otherwise well honed tool kit.  For some, there is a level of frustration and then avoidance in confronting their employees sub-par performance.  For others, there is sheer discomfort in what they foresee as a confrontational show-down that they don’t think they have the energy, time or experience in navigating. Either way, if you want to survive as a small business owner, as Michael Gerber asserts in his E-Myth series, you have got to divvy up your time and skills into part entrepreneur, part business owner and part manager.

Michael Lombardo and Robert Eichinger define managerial courage as, “saying what needs to be said at the right time, to the right person, in the right manner’ in their book, ‘For Your Improvement’.  Here are their ten suggested remedies:

1. Check it out. Verify the facts of the situation, analyze the situation thoroughly. When you have clarified what you want to say in a few clear statements and have given yourself the time to ensure your message-it is time to deliver your stand.

2. Delivering the information. Strive to deliver your message directly to the person who can do the most with it. Don’t use indirect messages or messengers.

3. The message. Be succinct, go from specific to general, stay purely factual, non-emotional. If others are not composed,  just stick to your message.

4. Bring a solution if you can. Provide a path toward an improved outcome.

5. Tough concern. Be prepared to convey empathy for their emotional response if needed. Mentally rehearse for worst case scenarios.

6. Timing. Set up the meeting beforehand to deliver you message and explain very briefly what will be discussed in the meeting. Make the meeting private and allow for adequate time to process.

7. Don’t shy away from delivering a message because you fear conflict. You will end up having to spend inordinate amounts of time and energy cleaning up the mess down the road if you don’t manage the situation as it is right now.

8. Is it personal? Separate the event from the person. Just deliver the message enough so you are sure they understand it. Don’t seek instant acceptance-give it time.

9. If you must. If your message is rejected, covered, denied, hidden or glossed over and you have stuck to a message of a specific problem and consequence-go up the chain of command or if you are the top, it is time to enforce consequences.

10. Put balance in your message. Balance the scales by positively reinforcing their changed behavior or outcome.

Do these suggestions resonate with you? Tell me about a situation where you exercised managerial courage.


Building High Performance Teams

July 28, 2009

ppleTeams have proven to be a powerful vehicle for both achieving quantum improvements in productivity as well as implementing major organizational change. In today’s competitive marketplace, the need to accelerate the development of high performance teams is critical.

This may involve:

  • Revitalizing an Executive Team that is consumed with turf issues
  • Forming a new team from consolidated departments
  • Integrating cross-functional teams to improve productivity across boundaries
  • Partnering for process improvements with vendors or customers
  • Implementing major change with a consultant/client engagement team

In order to master the art of the team:

  • Teams need to learn how to grow up quicker and get well sooner
  • Most teams struggle needlessly through a series of predictable challenges
  • Some teams get stuck along the way and never achieve high performance
  • Some teams achieve high performance but cannot sustain it

Not all groups that work together need to be teams. Four essential elements of a team are:

  • Common goals versus individual goals
  • Commitment of members to common goals
  • High degree of interdependence among members
  • Team accountability to a higher level

The following model applies to the development of team:

  • Teams have a very predictable life cycle. Just as people develop in stages (childhood to adulthood) so do teams.
  • Each stage has its challenges which must be overcome to allow the team to develop. Teams grow stronger as they solve the challenges of each stage.
  • Team leadership needs to focus on two objectives in each stage: The task (the work itself, achieving results) and the relationship (working together, getting along, the process)
  1. First stage is FORMING. The team challenge is orientation. The task objective is clarifying goals and structure. The relationship objective is getting to know each other.
  2. Second stage is STORMING. The team challenge is conflict. The task objective is confronting systems conflicts. The relationship objective is confronting people’s conflicts.
  3. Third stage is NORMING. The team challenge is cooperation. The task objective is open communication and involvement. The relationship objective is understanding and respecting individual differences.
  4. Fourth stage is PERFORMING. The team challenge is productivity. The task objective is solving problems. The relationship objective is promoting interdependence.

There are no short cuts. Teams that are poorly formed will experience more conflict and may never move beyond the storming stage, while teams that seem to move effortlessly from forming to performing are vulnerable. They have not learned how to deal with adversity (storming) nor have they developed norms to sustain during difficult times.

  • Teams that do not resolve the challenges of each stage get stuck and rarely achieve high performance.
  • Just as teams can develop in readiness, they can also regress with changes in goals, the external environment or the membership.

There is a close parallel between leadership styles and team stages. Teams need a lot of structure and direction (styles 1 and 2) in the forming and storming stages and alot of involvement and empowerment (styles 3 and 4) in the norming and performing stages.

Team Building Strategies:

  • The quickest and most effective way to develop a team is to provide it with the leadership it needs based on its readiness. As suggested earlier, teams need different leadership at different stages in their development.
  • High Performance Teams share seven common dimensions: Common Purpose-Stretch Goals, Results-Driven Structure, Competent Membership, Customer-Focused Leadership, Single Minded Commitment, Team Accountablity and Team Collaboration.

(Courtesy of Curran Consulting Group)


The Johari Window

July 8, 2009

Johari Window In 1955, Joseph Luft and Harry Ingham designed the ‘Johari Window’, a cognitive   psychological tool, which continues to inform our understanding of how people communicate inter-personally and how relationships are formed today.   This tool is particularly valuable in developing the leadership personalities of managers and executives all over the world.  The ‘Johari Window’ divides personal awareness into four arenas which we move between as we interact with others.  The four windows are:

1) ‘Open window’/Public arena: Things that I know about myself and that you know about me.

2) ‘Blind window’/Blind arena: Things that you know about me, but that I am not aware of.

3) ‘Hidden window’/Private arena: Things that I know about myself and that you do not know.

4) ‘Unknown window’/Subconscious/Unconscious Arena: Things neither I know about myself, nor you know about me.

The Center for Leadership Studies utilizes the ‘Johari Window’ when they want to highlight leadership personality, which includes self-perception and the perception of others versus their leadership style, which only looks at the perception of their behavior by others.  The two processes that affect the shape of the Johari Window’ are feedback and disclosure.

Feedback refers to the extent to which others in an organization are willing to share with their leader their feelings and perceptions.  Of equal importance in this dynamic is the leader’s willingness and openness to perceive the verbal and non-verbal feedback that exists within their relational dynamic. Without an openness to accept this feedback from one’s subordinates/associates, managers will develop blind areas that will erode their effectiveness over time.    The greater likelihood that feedback is exchanged within an organization, the greater the public arena of a leader will overshadow their private arena leading to a less potent blind arena.

The second process that affects the shape of the ‘Johari Window’ is disclosure, or the extent to which leaders are willing to reveal themself to others in their organization.  A leader’s behavior provides the greatest insight into their values versus what they say about themselvs.  In the interest of the time and energy of organizations,  leaders should always take into consideration disclosing only what is relevant to the operation of an organization and compartmentalizing that which is irrelevant.   This way, the leader’s public arena will only open up into the private arena when it is in the best interest of the overall organization.

In organizations where there is ongoing feedback and disclosure between leaders and their subordinates/associates, the public arena of the leaders extends itself into the blind and private arenas. Also, there is a greater likelihood that what was previously unknown to the leader or the others will be exposed in the public arena.

In considering your own leadership personality, how much feedback and disclosure are you perceiving and receiving within your organization? Do you think that by increasing your openness to this input you would improve your effectiveness?  What is getting in your way of this happening more often?


Strategy Execution

May 27, 2009

COBRA: The X Factor in Strategy Execution

COBRA: The X Factor in Strategy Execution by Patrick D. Curran (my father) is a long overdue book on a critically important issue–optimizing strategy execution in a competitive global marketplace. COBRA was developed over 30 years of working with clients in the fast-moving consumer goods industry. Here are the key ideas:

* To prosper in turbulent times, you need a strategy that exploits current and emerging opportunities (an aligned strategy) and an organization that can execute the strategy (an aligned organization).
* More companies fail from faulty execution than from faulty strategy.
* When the organization cannot execute the strategy, three factors explain most of the problems most of the time: the structure, the system and the culture—what we call the 3 Points of Pressure.
* When not aligned, the 3 Point of Pressure form disruptive boundaries that block the flow of information, expertise and energy–execution suffers and strategy fails.
* COBRA (Crossing Organizational Boundaries Reinforcing Alignments) is a guided process for aligning the organization with the strategy, so that execution can be optimized.

3 Points of Pressure

1. The System is the great flywheel of execution.

The best performance management systems have five components working together like the fingers of a hand:
5 components of performance management systems: Strategy, Key Indicators, Tracking, Coaching, Review.
They are simple in design and disciplined in execution: operating within and across functional lines, focusing on both internal productivity and customer satisfaction. It is remarkable, how often the system can breakdown by becoming too complex, too centralized, or too slow.

2. The Structure can be-a roadblock or an expressway to market.

The following factors need to be aligned with the strategy to optimize execution:

* Formal Structure: Does it provide both economies of scale and customer satisfaction?
* Boundary Mgmt.: Are boundaries between functions/levels deliberately managed?
* Core Processes: Are core business processes efficient and effective?
* Bridging Structures: Are bridging structures used to deal with complex issues?

3. The Culture can foster passion and purpose or conflict and entitlement.
The following cultural factors need to be aligned with the strategy to optimize execution:

* Leadership
* Vision & Values
* Norms
* Core Competencies

This book is now available for review and purchase at Amazon.com.  For further information on the author, Patrick D. Curran, please go to www.cobra-scan.com.


Building Your Personal Power Bank

May 20, 2009

piggy-bank

A key to successfully managing your career, your business or your employees is building your personal power bank. Understanding and utilizing this sphere of influence will prove to be invaluable in solving problems, gaining needed information and in coaching your employees.

In Bases of Power, author M.F. Rogers distinguishes position power and personal power.  He describes position power as the extent to which one has rewards, punishment and sanctions to bring to bear in influencing others.  This type of power typically is established by one’s organization and is the scope of one’s authority.  On the other hand, personal power is described as the extent to which one gains the confidence and trust of people that they are attempting to influence. This type of power is earned from others and must be exercised in order for it to sustain itself or it will deteriorate.

 Five contributing factors that determine the strength of your personal power are:

 1)      Personal Attributes: The manner in which you present yourself, your drive and the trust and credibility that you have build with others.

 2)      Demonstrated Competence: Your reputation as an expert in your industry, your ‘track record’ for getting things done both technically and as a leader.

 3)      Working Relationships: The quality of relationships that you build, your ability to maintain open communication and understand other’s needs and requirements.

 4)      Group Norms and Agreements: The benchmark understanding and belief system of your group, which can be blamed in bad times and praised in good times.

 5)      Exchange of Favors: Your willingness to provide others with what they need with the expectation that they will return the favor.

In the Harvard Business Review article, ‘How Bell Labs Creates Star Performers’, it was uncovered that internal and interpersonal skills were the more accurate predictor of their star performers versus IQ or academic talent.  Secondly, they learned that a balance of networking was crucial to those star performers individual success quotient.  Once their engineers achieved expertise as a technician they were instructed to inform and make themselves available throughout their network.  Their offerings then served as bargaining chips to receive and call upon their colleague’s expertise.  While average performers loose valuable time waiting for inquiries back from their colleagues when stumped on a technical question, star performers expeditiously tap their constructed network.

 How strong and dynamic is your own personal power bank? If you do not have your own networks established like the engineers at Bell Labs to call on when you or your business is in need; work on building your own business ‘life-lines’ today.  Be sure to maintain a healthy balance between your deposits and your withdrawals!

  


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