How to Climb vs How to Behave at the Summit

Good leaders are supposed to be compassionate, modest and always cordial. But, says Stanford University Professor Jeffrey Pfeffer, these qualities won't help you reach the top.

In a fascinating essay, published in his new book
What Were They Thinking, Pfeffer describes the skyrocket career of one Keith Ferazzi. Ferazzi didn't just do the work and wait to be recognized. He was a standout even as a junior consultant, where he immediately began developing client relationships.

Perhaps his most mind-bogging move came very early in his career. As a recent MBA, juggling offers from McKinsey and DeLoitte, Ferrazi told DeLoitte he wanted one unique perk: dinner with the president three times a year. They said yes.

Pfeffer's point is, "Don't be afraid of standing out and recognize the trade-offs." Everyone talks about being a good team player, but actually you're competing with your teammates to get promotions, raises and visibility.

Pfeffer ends the chapter with a great quote from Steve Spurrier, the football coach who left U of Florida to coach in the NFL: "Call me arrogant, cocky, crybaby, whiner or whatever names you like...At least they're not calling us losers anymore. If people like you too much, it's probably because they're beating you."

The Secret: Not a secret anymore...

I watched The Secret twice: first online (with several interruptions) following a recommendation by a marketing coach, then at a conference (where I fell asleep halfway through). My feelings about the Law of Attraction: I believe if you can crystallize a goal, your subconscious mind goes to work and you get drawn to new ways to achieve your goal. Many of my clients spend lots of consulting time discussing what's wrong with their careers (and sometimes their lives, but that's way beyond my scope). We make progress when we turn to projecting the future. Christina Merkley (www.shift-it-coaching.com) has a good combination of attraction marketing and common sense. When I talked to her, she agreed we could translate some concepts into down-to-earth terms. For instance, "vibrating" really is about "mood." And lots of research shows that mood influences all sorts of outcomes. Doctors who are in a good mood will approach clinical decision-making differently, according to research by Professor Alice Isen (of Cornell University last time I checked). But other research shows that defensive pessimism -- expecting the worst -- can be productive for many people. I've talked to clients who jumped in to new cities and houses with great optimism but with no Plan B. They counted on the income from a job to make the mortgage payments. Or they counted on keeping a job within easy commuting distance of their dream homes. Sometimes they can find ways to hold on to what they love. We can talk about starting businesses, e-businesses, telecommuting and more. These options work well for some clients. Jumping in with both feet is just fine, if you do research. Recently I saw an article about holding back from a goal of becoming a teacher for fear of "living on a teacher's salary." There's no easy answer. Some people feel liberated in their new world, so they stretch their new incomes to meet their needs, happily. Others feel like they've inadvertently entered a prison of their own making. They resent the lower income so much they can't enjoy the career. And some find the dream career has hidden traps they never expected. Being a teacher means you get to work with children...but you also can't leave your classroom to make a quick phone call. One third grade teacher told me she's evaluated on her bulletin boards as much as her teaching. And don't get me started on standardized tests. Got a dream? My rule of thumb is, "Jump into the research. Learn everything you can. But move slowly on commitment."

Networking Tips From a Networking Event

When I first moved to Seattle, I was determined to get involved in networking. After four years in a small town in New Mexico, suddenly I had opportunities to meet prospects face to face. I loved meeting new people. And connections began to happen. But at first I couldn’t help wondering, “Will all this activity be productive?” Then last week I heard a talk by Zita Gustin. She gave us an exercise that you can try in your own group. First we shared with a fellow participant the answers to four work related questions. Then we answered a more fun set of questions. Where are you from? What television programs do you watch? What’s a good business book you’ve read lately? As Zita pointed out, we were all far more animated in the second exercise. It was fun and we discovered points of connection we never anticipated. Okay, you might have suspected some of mine: “I’m from Snohomish.” ”That’s where my dog is from! Her first owners found her in the SPCA up there.” Networking is an investment of time (and of course money and energy). Most people attend a meeting or two and then give up, saying, “Nothing happened.” But after weeks, months and years, and sometimes volunteering for committees, you begin to reap the real rewards. Over time, I’ve been greeted warmly in groups where I first felt unwelcome and out of place. Psychologist Stanley Milgram (known for his infamous obedience experiments) studied the way familiarity leads to liking. When you see the same people over and over – even when you wait at the same bus stop --- you develop positive feelings for them. Of course, I believe some networking events and professional groups are more valuable than others. Some groups have invisible barriers that keep new members at a distance. In a few dog-eat-dog fields, networking won’t be productive. In some locations, you won’t have opportunities to network productively. When I work with clients, we discuss targeted networking strategies that will most likely lead to success. But generally, if you’re ready to make a change, go hang around with some people who are doing what you would like to do. Just have fun with them and stop if you don’t. And often the best connections get made in the most unlikely places…even just because, “We both have dogs.”

Career Advice to cope with a job you hate

Last week a reporter from Australia emailed me, getting background for an article about careers. As it turned out, the questions related directly to my ebook on "Ten things to do when you really, really hate your job." http://www.cathygoodwin.com/hatejob.html An example of the career advice I shared: Q. How do we ‘readjust’ our attitude to be able to cope in a job we don’t like? My answer: You can't force yourself by saying, "I have to like this job. I have to like this job." Instead, think of your job as a vehicle you can use to move to your next job. What can you use: Does your company offer training and education programs? Are you improving your resume every week or at least every month? Are you learning new skills? Another technique is to regard your job as a day job. Be careful to do enough so you won't get fired. But do the minimum and use your energy to work towards your real dream. Often you need to work with a consultant or coach to avoid getting caught up in the day job. It's familiar. You get a check every week. You're in a comfort zone. Let's face it: Cushy day jobs can be hazardous to your career. Believe me: I know!

More on The Apprentice: Sometimes You Have to Keep Quiet

Last week I commented on the Apprentice candidate who quit, standing up to Donald's harsh words: "I hate a quitter." This week's decision was both easier and harder. Candidate Merisa wouldn't shut up, even in the Boardroom. Placed in charge of Marketing, Merisa kept pushing her ideas. Change the name of the salad. Put some chickens on the street. When she failed to sell her team, she wouldn't stop. Even in the Boardroom, she interrupted The Donald as well as everyone else. Sounds far-fetched, doesn't it? How could a smart, attractive business woman make this mistake? Anyone who asks hasn't been a career consultant very long. For example, my client "Ursula" was a talented smart marketing manager of a professional services company. She'd been fast-tracked all the way. Until her new boss gave her a less than steller performance review. Ursula called me. "I've brought up the point several times. He just doesn't want to talk about it." After we talked, Ursula realized reluctantly that she had to move on. If she pressed the point, she'd just irritate her new boss further. She realized she may already be at the top of the pay scale in her job category, so her manager may decide to hold back and let others catch up. (Fair? I have no idea. Reality? Often, yes.) She realized she was completing an assignment from her previous boss that her current boss dismissed as a waste of time. Dropping the project was not an option. And she realized that new bosses, like new brooms, sometimes sweep clean. The solution? Drop the subject. Her boss was an ardent football fan so we agreed she would say nothing. But if asked, she would draw an analogy to a team that didn't like the ref's call but chose to go on with the game. And that's not all. Ursula needed to identify an appropriate, ethical recruiter. She might not begin a job search energetically, but she needed to have all her ducks lined up, just in case. And she needed to get into some pretty aggressive networking. I'm not sure what happened. I did get a one-line email: "All goes well. Thanks for the help!"

Laid off? Outplacement For Job Search: The good, the bad and the ugly

This morning's Seattle Post-Intelligencer ran an article about outplacement services, a newswire story that originated in Providence, RI. The story's theme: Companies try to help laid-off workers get jobs by offering outplacement. These services do an inventory of skills and interests, then try to help laid-off workers find new jobs. Company spokespersons note that about 2/3 of lower-level managers and half of senior level managers within 3 months. So are they successful? What I tell my clients (1) Outplacement firms work for your employer, not for you. Their goal is to defuse emotions so you won't sue (or worse). They want to place you as quickly as possible so you'll move on and, incidentally, have no reason to make a claim on your previous employer. If you're earning a good salary, you can't claim financial loss or hardship. (2) Let's get real. Most outplaced workers are employable and even marketable. If you've got a good track record with Firm Blue, if you're not above the age norms for your field, and if your industry isn't about to go belly-up, then you have a good chance to win a similar position in Firms Green, Yellow and Orange. A few job hunting strategies will go a long way. (3) Most aptitude and interest tests are a waste of time and money. See my article on this topic. Outplacement firms use them to gain time: you'll do well on these tests and get into a better mood, so you're more likely to do well on the job market. But when push comes to shove, your outplacement firm doesn't care if you're happy. They want you employed so you make them look good. Is this goal bad? Not necessarily. Getting on a payroll -- any payroll -- often makes a lot of sense. Just don't kid yourself about what's going on. (4) If you're over your industry age norms, outplacement firms may not help. Above a certain age, you need to consider self-employment, whether you have the aptitude or desire. By all means continue looking for a real job with benefits. But insist on an interview with your local Small Business Administration. I have a list of resources to help my own clients and website visitors get started on the Internet. Learn more. (5) You may get lucky. Some outplacement firms have superb consultants and wise leadership. Others do not. Several years ago I met a displaced executive who had no luck with the resume his outplacement firm had put together -- a functional resume that did not show off his superb track record. I made a few suggestions and he was soon happily employed. OK, I am tooting my own horn here, but many career consultants could do the same. I find that outplacement services seem to recommend functional resumes, which turn off employers. Experienced career consultants rarely recommend them. See my own ebook: Irreverent Job Search Guide Bottom Line: If your company offers outplacement, don't turn it down! But stay aware of realities and don't surrender control of your job search to anyone, ever.

Career Change: Not Just a Transfer of Skills

Q. “I’ve been a teacher. Can I transfer these skills to become a trainer or professional speaker?” A. You’ve probably heard, “Career change is about transferring skills.” As far as I’m concerned, that’s an urban legend. Skills transfers make sense for some jobs, such as telephone operators who become call center reps. But managers often don’t transfer skills. They join tribes. Teaching and training both call for speaking in front of groups. There the resemblance ends. Teachers have captive audiences. They don’t structure lectures the way a trainer will design a session, much less the way a professional speaker will develop and present a motivational talk. Whether you join a company or offer your services as a consultant, you’ll be expected to join a tribe, with unwritten rules, norms and values. You may be a gifted writer, but some public relations jobs require a degree in journalism. A marketing or business degree won’t count. (1) Use talents to choose a life that feels meaningful. You will probably be most happy and successful when you use your natural talents. And you’ll feel purposeful and authentic. (2) Use skills to create your career makeover. To earn a living, you sell skills, whether you work for a company or for yourself. In other words, you package your talents and get evidence that you know how to use your talents in a way that benefits an organization, group, community or person. ➢ You may have artistic talent, but you get paid for producing a work that will sell in a gallery, designing a website, or creating a knock-your-socks-off advertising piece. ➢ You may write brilliantly, but you get paid for producing articles or books on deadline in a form that meets the demands of your market. ➢ You may be a naturally intuitive person but you get paid for helping clients make measurable changes in their businesses, relationships and/or lives. (3) Get credentials that have meaning to the tribe you want to join. “Vaughn” found his MBA didn’t count with a group of publicity executives. They valued journalism degrees. “Carla” drew rave reviews from students but needed a PhD to get a full-time university job. “Pete” found he needed a CPA to compete for high-level finance jobs, although he’d made money for several companies. When I began to seek speaking opportunities, what drew a sparkle to the eyes of meeting coordinators? My Ph.D.? My years of teaching and speaking on services marketing? My media credentials? Everything helped. But their eyes lit up when I told them I took second place at the regional level in a humorous speaking contest, sponsored by Toastmasters. My former university colleagues would have dissed the whole idea (“you got involved in what?!”). But to my new tribe, this award had real value. Somehow I’d managed to pass an initiation rite without realizing what I was up to. So I encourage my clients to think of the 3-step process – talent to skill to credential – and go where they’ll be valued. You may reprint this article in your ezine or blog if you make no changes and include this resource box with live links: Cathy Goodwin, Ph.D., is a career consultant specializing in midlife professionals who want to manage any area of their career: office politics, job search, career advancement or striking out in a whole new direction. Visit http://www.cathygoodwin.com Discover the 5 essential ingredients of successful career change: http://www.cathygoodwin.com/subscribe.html

Retirement Careers: A Controversial View

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Some time ago, Wall Street Journal featured a long article about starting a business at retirement age. The article took a cautious tone. Don’t gamble all your life savings on a business. You won’t have time to recover from a massive failure (as you would at 20 or 30). And so on. But as the article itself pointed out, sometimes you don’t have much choice. When we turn sixty, fifty, or even forty-five, the job market begins to fade. Career articles try to convince us we’ll just love working in a bookstore, serving burgers or working long hours at a “part-time” job with no benefits and no path to promotion. Our number one goal, they would have us believe, is flexibility so we can go see the grandchildren whenever we want. Now it’s fine with me if you have grandchildren and love volunteer work. But if you don’t fit the mold, you’re probably on your own. When I was feeling restless while living in New Mexico, a well-meaning neighbor suggested, “Why not become a Pink Lady at the hospital.” Since my relationship to hospitals can be summarized as, “They’ll have to carry me in feet first,” I realized it was time to get serious about growing my business. Here’s what I tell my own career-changing clients. (1) Plan early for self-employment. You have a window of opportunity from age 40 to age 50. Use that time to get credentials, move as high as you can in your professional field and grow your financial net worth. From 50 to 60, plan what you’ll do for retirement – your post-career career. You may want to spend thirty years with golf and fishing. You may choose employment rather than self-employment – and you may get lucky with a career you love. But I recommend creating a Plan B just in case you get frustrated, bored and/or restless. (2) Rehearse for the Real Show. While you’re still working, begin a self-employment sideline in a playful, “no big deal” spirit. And while you’re earning a good salary and stashing your cash, now’s the time to find mentors and hire resources. Take classes. Read books. Conduct informational interviews. Explore. In my experience, choosing the right resources (and losing the losers) is what creates success. (3) Count on the long haul. I’m no medical expert, but I keep reading, “Fifty is the new 30. Sixty is the new 40.” Since I joined a weight training class at my local gym, those claims seem even more plausible. Twenty or thirty years is a long time to set your brain on cruise control. When I talk to retirees, many seem bored, although they make fervent denials. I vividly remember a former neighbor who claimed to be enjoying a comfortable retirement, living in his dream house with a view of the mountains. But he kept asking everyone about their lives (“What was the plumber’s truck doing outside your house? ”) and offering free advice on everything from finances to fertilizers. After awhile, we’d run when we saw him coming. Another former neighbor became a recreational shopper. She had been a business dynamo and now her energies turned to retail. Her large home filled with souvenirs, books, clothes and memorabilia. Me? I'd rather be working. You may reprint this article in electronic media if you make no changes, use the following resource box and inform me of use. Cathy Goodwin, Ph.D., coaches midcareer professionals who want to transform career breakdowns to career breakthroughs. Learn why most career change doesn't happen and how to make yours a reality. http://www.cathygoodwin.com/subscribe.html

[Career Change Strategy] The Real Deal on References

Q. I'm changing jobs. Before leaving my current position, should I get letters of reference? A. Probably not. In my experience, corporate employers rarely pay attention to "To Whom It May Concern" letters. They'll prefer phone calls that aren't recorded. When they need a letter, they'll have their own forms and they'll want letters sent directly to them. But before taking off, take time to set up your references for future calls. (1) Research the way your present boss normally handles references. Some well-meaning managers avoid giving anyone a glowing recommendation. "Nobody's that great," they'll say. "I want to be honest." But of course everybody else exaggerates and your reference's "honesty" comes across as concern. Other references are just clueless. My colleague "Nick" genuinely wanted me to get a great opportunity when he wrote a letter for me. But he added a line suggesting I might be "somewhat eccentric." Luckily an interview committee member asked me, "What on earth does he mean?" "We're friends," I said, truthfully, and reached for the phone. Nick was completely baffled ("I meant it as a compliment") but he agreed to revise his letters so I'd sound like a serious candidate in all respects. (2) Get permission to list references and be sure they're "live." Your boss may be required to refer all calls to Human Resources. Or she may be moving to a new career and you're part of the past she wants to forget. In my former life, students often asked if they could list me as a reference for jobs and graduate programs. But sometimes I'd get a surprise request from someone I barely remembered, creating awkward moments for all of us. (3) Watch for red flags. If your job prospects get derailed mysteriously, over and over again, consider hiring a resource to check your references. They'll call to say, "I'm checking references on Tim Toole." They won't pretend to be an employer; it's rarely necessary. One reference-checking consultant told me, "The manager who answered the phone said, 'Just a minute.' Then, without covering the mouthpiece, he yelled, 'What did the lawyers tell us to say about Tim?'" (4) Discover the common practices and unwritten rules of your own industry and field. University professors and administrators typically submit three letters of reference with each application. Often these references will be mailed directly to the hiring department but they're standardized and prepared ahead of time. By the time you've gained some seniority in your field, you're probably familiar with standard hiring prospects. But when you need to change careers, talk to some well-connected recruiters. Talk to managers who have actually done some hiring in recent months. (5) Be proactive. Let's face it: writing reference letters adds hassle to somebody's day, especially when your reference is not familiar with your target market. If appropriate, offer to follow up or draft a list of key points to emphasize in the letter. If you liked this article, you'll love my Irreverent Guide to Job Search: Download here and jump-start your career change today. Get articles like this one delivered to your inbox each week. Start here.