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NEW
from Jim Manton; The
Secret of Transitions
Wherever you are
in your career, this book will make your transition to the next level
effortless and immediate.
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Voted
Best Business Book 2008
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Does
your Monday morning alarm clock immediately fill your mind with dreadful
thoughts of going to a job you hate? Do you wonder how much longer you
can continue going to an unfulfilling job? Or maybe you feel it’s
not even up to you to decide. You might sense there is a changing coming,
and it’s not going to be good for you or your career.
You
are not alone. In a massive study by Harris interactive and Franklin
Covey, less than 10% of the people interviewed said they were totally
energized and committed to company goals. Even more frustrating for
many people was the time they spent on urgent but irrelevant tasks.
Their work held little or no significance for them.
If
that’s what’s happening to you, what do you do now?
That’s the question Robert had on his mind when he came into my
office last week. He had been referred to me by a former client who
knew I was open to meeting and helping people in transition. Like many
people at the beginning of a transition, Robert was confused.
He thought he was looking for a new job. But that’s not what he
needed…at least not right then. Not only was Robert confused about
what he is looking for, he was also about to make a dumb career move.
He was about to leave his current employer because he was unable to
see any of the real possibilities that existed for him right there.
After I asked him what he saw as his next opportunity, he said, “Well,
right now I don’t know for sure, at least not specifically. Are
you asking me what I’m passionate about? A good friend told me
it was time to discover my passion and just go do it. But I’m not
really passionate about anything, you know what I mean?”
I think I did understand what he meant. He was more committed to a safe
and easy landing than taking the time and effort to create a career
that would satisfy and fulfill him. That’s why I said he’s
confused. Robert is not looking for a job. He’s looking for himself
- who he is and what he stands for.
Robert is 44 years old, in good health and has a life expectancy of
at least 40 more years. Forty more years! He has enough time to fully
enjoy one or two more careers. Now is not the time to settle. Now is
the time to be accountable for what he wants. No one else can or should
tell him what that is.
It only took a few questions to free his thinking. What do you enjoy
doing? What is the most significant contribution to another person or
organization you’ve made? What other accomplishments are you most
proud of? What do you do really well…maybe as good as or even better
than anyone else?
After another five questions or so, Robert got it. He saw that he was
willing to fire himself (leave his job) because he thought no one in
management cared about him. What suddenly became apparent to Robert
was that he had not cared about himself.
It wasn’t his boss or management that created the problem. He had
not been accountable for his gifts; he had not acknowledged his accomplishments;
and he had failed to see how helping other people solve technical problems
energized and fulfilled him.
There was a huge opportunity for him to contribute in his current role
waiting to be fulfilled. He just hadn’t asked. It wasn’t in
his job description. He had been waiting for permission and direction.
When he let that sink in, he was ready to take a stand.
In less than 10 minutes, we had outlined a proposal he could take back
to his boss. It was exciting for both of us because it would be challenging,
rewarding and even fun to take on…and it would make a giant contribution
toward improving productivity at his firm.
Robert also saw that this kind of work would be valued by a number of
other firms in the area. I told him that if his boss didn’t take
him up on his proposal, I would introduce him to at least three companies
who would be interested in talking to him. I haven’t heard back
from Robert, and I don’t think I will.
Robert learned a valuable lesson. If you are feeling disengaged at work,
then there are some very important questions to answer before you start
looking elsewhere.
The
Crucial Question:
Is it you or the job that is creating the problem?
I often ask my clients when they are frustrated to take a look at the
problem as if they were the cause of it. While it’s not necessarily
true that they are the problem, taking that position often opens up
some very powerful insights. Being accountable and responsible for a
problem creates more personal power and resolve than does blame. So
think about it, is it you or the job?
Don’t get me wrong. Management must do a better job of engaging
people. More than 10 years ago the Gallop organization identified a
crucial link between employee retention and their boss: people leave
their managers, not their companies. Gallup also identified the factors
that engaged people, and they found that the best managers focused on
those factors.
They were basic things like having clear expectations; having the right
resources and equipment; an opportunity to use one’s strengths,
skills and talents everyday; working for a boss who cares; and having
one’s opinions count.
But before you blame your boss, try finding how you might be the cause
before you leave the company. Here are some questions to explore: How
many requests have you made to have whatever is missing be supplied?
How many people have you asked? Are they the right people? Are you waiting
to be discovered? Or are you actively promoting your skills and proposing
how you can make a difference. Again, how often and to whom? Do you
have some short comings that you either haven’t acknowledged or
are denying? Do you actively seek feedback and look for ways to improve?
Could it be true that what separates the most successful people from
others is the number of requests that successful people make during
their lifetime? Do you have the courage to find out? Start asking today.
Jim Manton, aka The Master of Transitions, is a Business Consultant,
Transition Coach and the author The Secret of Transitions.
Jim Manton
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