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Unfulfilled in Work: Is it time to change jobs or your career?

If you’re feeling unfulfilled in your work, how do you determine whether a job change, a career change, an attitude change, or all three are in order?

Over the past decade Laurie has enjoyed a highly successful career in which she quickly moved up to a senior vice president’s position within her firm. When I first met Laurie, however, she sought career counseling because she was then feeling unfulfilled and discontent in her work.  At that time she was working as a social marketer with an international consulting firm.  As a social marketer, her job was to survey targeted market segments for client businesses to ascertain reactions to a particular product or a sales pitch.  That kind of research is essential to businesses for developing appealing products and in preventing major advertizing blunders such as GM’s disastrous experience in Latin America with the Chevy “Nova,” which in Spanish translates into “doesn’t go.”

Laurie assumed that the cause for her unhappiness was her career.  Why, she wondered, had she expended so much time and energy in this profession, only to become so dissatisfied?  Her counseling experience produced a surprising result, however: the cause of her discontent was not the fault of career choice.  Instead it was the nature of her job.  Her career was actually an excellent choice for her particular talents, interests, and personality.  While Laurie had been successful enough in her work, she just didn’t fit in well with her associates, “good-old-boys” who bonded together over talk of golf, babes, and other testosterone-energized topics of zero appeal to Laurie.  As a result she felt like an outsider, severely limited in her social interactions.  Additionally, she was an achievement-focused gal who, unlike her colleagues, put social contribution above personal ambition.  An attitude adjustment wouldn’t change the reality of her situation— there was little she could do to comfortably fit in.

The outcome of her counseling experience was that Laurie continued in her career as a social marketer but moved on to a new job with another firm.  Here, however, she was associating with a different type of colleague, individuals with whom she shared common interests and values.  Here, also, she was appreciated both for what she did and for who she was.  In this supportive environment she quickly progressed into an executive leadership position. Because of her assertive actions, she found a far more fulfilling situation in which to pursue her career.

It was in seeing the startling disparity between her Passion Revealer and Passion Distributor results that helped Laurie realized that a new job rather than a career change was the remedy for her discontent.*  Like Laurie, if you’re feeling unfulfilled in your current work, you may find the Passion Revealer a helpful resource in determining a suitable course of action. The results of this assessment process have been instrumental in helping hundreds of adults discover more suitable directions for pursuing their passion both in work and in life.

* The Passion Revealer profiles your deep-seated interests and the Passion Distributor shows how much of your time on the job corresponds to your Passion profile.


Retirement Identity: Who am I now?

I’m looking forward to retirement but I’m also terrified about the prospect of it.

Those were the sentiments Sharon shared in seeking my counseling help in deciding what to do in her retirement. At that time, Sharon was 62 and eligible for a full retirement from her professional position with the U.S. Department of Justice. She was clear that it was time to transition from the demanding work and fully engaging lifestyle of a prosecuting attorney, but was not ready to just “retire.” Sharon wanted to do something worthwhile but had no idea of what that might be.

A few weeks after our initial meeting I happened to be sharing a seat on the commuter train into Washington, D.C., when Sharon informed me that this was to be her last day of work. She was heading in to clear out her office and say a final goodbye to colleagues with whom she had been fully engaged over of the past quarter century. I asked her if she was excited about leaving her old life and launching her new life. With tears in her eyes she said, “This is the most difficult day of my life. After today I never again will be a prosecuting attorney with the U.S. Federal Government.” Sharon, who was proud of her prestigious title and position and her many significant accomplishments, was now facing the loss of a highly valued commodity, her career identity. Such a loss can represent a dramatic change, one that often catches new retirees by surprise. Besides the financial side of retirement, most people concentrate their attention on what they are going to do next. The issue now grabbing Sharon was who was she going to be next.

Most of us become settled in our routines and develop a sense of identity associated with our job titles and the nature of our responsibilities and professional accomplishments. When facing retirement, however, we leave behind the psychological comfort of a known routine and the ego-based esteem associated with an occupational identity. The emotional impact of that change is magnified if our position has provided us with prestige and self-esteem. It can be frightening prospect to face the combined loss of a salary-based lifestyle, life-structuring employment routine, and an achievement-oriented career identity. Of the three of these, identity is often the least obvious but psychologically the most important in terms of wellbeing.

If we don’t feel good about who we are, what’s the likelihood of experiencing a joy-filled life? It would be challenging to enjoy the good life without the benefit of sufficient financial resources but, in itself, money does not make one happy. In fact, an obsessive preoccupation with money can actually make one unhappy. It’s the quality of the life we are living, what we do with it, and how we feel about it that determines ultimate happiness. Because of the intimate connection between a positive identity and psychological health and happiness, it is as important to factor in the question of who you will be in senior-life as what you will do.

Sharon recognized that the kinds of activities she would commit herself to in retirement needed to replace the psychic hole created from leaving her career identity behind. To do that, she undertook three identity-renewing activities:

  • Drawing upon professional background and interests, she volunteered her legal expertise to help indigent individuals facing legal problems.
  • She ran for local office in her community to pursue a heartfelt political agenda.
  • She became even more of a benevolent presence, as a nurturing aunt, to her numerous nieces and nephews, (Sharon was single and had no children of her own)

What will you do and who will you be in retirement? For help with these significant issues in re-inventing your life in retirement, see the list of Retirement Planning References at:

Are You Leading in the Right Place?

I’ve always gotten great performance evaluations until taking on the management of this group, but now I’m seriously questioning my leadership abilities.

Those were Clyde’s sentiments in our coaching session to discuss his less-than-stellar 360-degree feedback report, raising concerns about his civilian leadership abilities.  His report brought to a head the fact that Clyde was in the midst of a career crisis.  Prior to assuming his current managerial role in a large government agency he had served for 25 years in the military, rising through the enlisted ranks to officer status.  He attributed his military success to an authoritarian leadership style well suited to his temperament and to his Technical – Organizer profile from his Passion Revealer assessment. In the military he was a commanding presence, adept in making decisions, enforcing regulations and demanding unquestioned compliance.

Upon retiring from the military Clyde was able to parlay his experience and technical knowledge into a civilian job managing a staff of highly educated professionals responsible for developing and delivering the training program of a huge agency. The leadership style that served Clyde so successfully in the military, however, did not translate well to the new setting. With his imposingly muscular physical presence and no-nonsense mission-oriented focus, he came across as inflexible, severely demanding, and highly intimidating. These traits resulted in conflict, reactionary behavior, and morale problems with his team.  Although he’d struggled to soften his presence and develop a more collaborative style, he was bucking against a natural authoritarian disposition hardened over years of experience.   Clyde was determined to succeed but conceded that his style had been unsuccessful in bringing out the best in this staff.

In evaluating his career dilemma Clyde faced difficult choices.  Should he continue working to transform his leadership style, move on to another setting better suited to his strengths, or just transition out of supervision altogether?  Staying with his current position was his preference, but he wasn’t sure that he could change his mode of leadership.  Furthermore, he felt that he might have so alienated his staff that gaining credibility with them could be impossible even if he changed his style.  In retrospect, Clyde realized that he should have taken better stock of his leadership assets before accepting a position that drew too heavily on his limitations and too little on his strengths.

Things to consider when you find yourself in a situation like Clyde:

  1. Know your leadership strengths and shortcomings in order to find a fit where you can capitalize upon your assets and manage your deficits.
  2. Find a better fit if your leadership assets aren’t being fully applied.
  3. If you’re performing successfully in a current situation, think carefully about jumping into a new role that moves you away from a good fit for your style.
  4. The Passion Revealer assessment in combination with the Passion Styles and Career Directions Guide can be useful in defining your leadership assets and deficits and in clarifying a best-fit situation for your style of leadership.

Breaking Free from a Job Trap

I feel totally boxed-in, trapped and discouraged in my job.  I desperately want to move on to something better but I just can’t see a way out.

That’s how Mildred described her situation in our coaching session.  “In working for this boss,” she said, “I’m going nowhere. He has made it perfectly clear that he will not support either my efforts for promotion or a lateral move out of his department.” Mildred earnestly wanted to feel good about her work and to benefit from doing good work, but since neither seemed possible, she felt trapped, abused, and depressed.

What would you do if you found yourself trapped by circumstances in your life or work?  One thing you could do would be to ask yourself if you are trapped by circumstances or your point of view. In most cases people are not actually trapped but unaware of their options or they are unwilling to take action on those that are available.  When you’re feeling trapped, as opposed to actually being trapped, you may need to change your mental outlook before you can move on.

Mildred had been unwilling to choose her available options and hadn’t considered future possibilities.   She felt hopeless because she had been reluctant to quit her job or to take assertive action against an abusive boss.  Retirement seemed her only avenue of hope and that was still a few years away.  Mildred, with assistance from of her coach, saw an exciting new possibility.  She decided to become a social worker to help youth overcome and move out of poverty.

Inspired by her new vision Mildred became optimistic about her future and developed a plan that she could begin immediately.  She started by working on a master’s degree in social work by taking evening courses at a nearby adult-friendly university.  Her goal was to complete the course work by the time she retired and then devote full-time to completing a supervised internship for the credentialing necessary to launch her new career.  Energized by her new vision, she no longer comes to work feeling depressed but full of vitality.  She found work to be more fulfilling by offering encouragement to others feeling trapped.  Her vision-based energy became contagious.

Creating an energizing vision can be difficult anytime especially when you’re feeling trapped and hopeless. For that reason you may need to seek support from a wise mentor, one who is a good listener and able to help you clarify your aspirations and envision new possibilities.  If such an individual is not to be found you might consider working with an experienced life/executive coach or a licensed career counselor who can help you transcend feelings of entrapment and create an exciting vision for your future. The energizing power in vision can replace feelings of hopelessness with excitement for a new view of where you are going.


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