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Does My Career Need a Strategy Too? |
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Barbara
Reinhold |
DEAR COACH: "I'm
really confused. The more I read articles telling me
change is inevitable and to "follow your bliss," the
more I'm wondering if individual planning is really
possible. I do some strategic planning for my company
and I consider myself an analytical kind of guy, but I'm
having a hard time figuring out how to apply those
principles to myself -- or even whether to try. Can you
help me figure this out?"
CRAIG
DEAR CRAIG: Louis Pasteur used to say that chance favors
the prepared mind. That's as true today, with the old
and new economies facing off, as it was in the 19th
century, when he was knee-deep in beet juice trying to
figure out the mysteries of microbiology and immunity.
Scientists have always held that you need a theory, and
that you need to be prepared to alter it when the data
changes. The same is true for people making decisions
about the organizations they lead, and for people trying
to make sense of their own careers in such a volatile
time. Does your career need a strategy, too? You betcha!
There are two places to be collecting data to feed this
strategy: outside yourself and inside yourself. You're
probably luckier than most people because you already
know about collecting and analyzing information. So the
outside part of the routine may be easier for you. Here
are some questions you need to be asking about the
outside components of your strategy:
 Is the potential in my field growing?
Is my organization a major player in this field?
If not a major player, does my organization have a
strong niche?
Is my role in this organization one that is likely to
increase in importance over the next five or so years?
Do I have the full support of the people to whom I
report? Am I seen as a ''high potential" player?
Do I have the credentials I need to move higher in this
organization or field?
In all these questions, the right answer is "yes!" If
you got a no answer to any of these it's a good sign
your strategy needs to include rethinking your industry,
your organization and/or your role in it. A performance
coach would probably be a good investment for you.
And what about the inside dimensions? These are harder,
particularly because they are often frowned upon in
executive settings. They have that touchy-feely tone
that sends people running for the cover of a good
objective analysis. But, this is actually the more
important dimension of your strategy because it's
directly linked to your emotional and physical
well-being.
Try these six questions and see what they tell you. You
might want some paper handy to jot down your responses:
What do you love most about your work? What percentage
of your time is actually spent doing those things?
How much do you believe in the work you're doing? Has
that increased, decreased or stayed the same over the
past five years?
Is there anything you'd rather be doing?
To what degree is your work compatible with the other
parts of your life? (And are there any other parts to
your life?)
What new ideas, information, technologies or
possibilities attract you now? Which ones might you like
to integrate into your work life?
What new things would you enjoy studying or learning?
Obviously, the inside questions are a lot harder to work
with than the outside ones. But they're essential if you
want your external strategies to be built on a strong
inner foundation. Much of the career stress and
dissatisfaction I encounter in my work has to do either
with people trying hard to be good at what they don't
really want to do any more, or with employees wanting to
keep doing things the market no longer supports. If the
answers to your inside questions are disturbing,you
might feel better with a career coach or counselor
helping you to make sense of your answers.
Both the world of work and the needs, wishes and values
of people are changing all the time. The trick to career
satisfaction is to keep those changes in sync with each
other. When that's not true for you at any point, then
it's time to figure out how to change what you're doing
or how you're doing it.
So what does Pasteur's quote about chance favoring the
prepared mind have to do with your career strategy,
Craig? It's like this. When you're alert to both the
external factors like new business opportunities, market
shifts, emerging technologies and the relative strength
of your field and organization, you're constantly ready
to take actions that can position you for where you want
to be next. In the meantime, being tuned in to your own
changing values and needs helps you decide which of many
new opportunities could bring you joy and fulfillment.
It's definitely not either/or here. You need to stay on
top of what's happening "out there,'' and at the same
time be on speaking terms with your own mind and body.
When you do those things, you'll be maximally prepared
to make good strategic decisions. You'll know when to
make a calculated big push in the direction you're
already going, when to risk adding a new dimension and
when to make a lateral or big career change.
Your strategy, therefore, should be about staying aware,
on the job and off, of how well yesterday's choices are
working for you today. You should also stay aware of
what the odds for tomorrow look like. It's an ongoing
challenge, and one that you're well-advised to stay
ahead of.
Good luck, Craig.
CAREER COACH |
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This article originally appeared on Monster.com. |
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Previous:
Make a Late-Career Change
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Next:
Career Planning Step-by-Step
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