The Heavy Lifting of Career (Re) Invention-5 Keys to Moving Forward

Whether you are a few years removed from college or a few years removed from that time when prior generations began thinking about retiring, chances are, you or someone you know is involved in defining or redefining their career.

It’s a daunting task in a world where the old rules no longer apply. For those just starting on their career journeys, many have sprinted out of college only to run face-first into the brick wall that is the job market in so many sectors and markets. For this group, career development has turned out to involve a lot more work than just graduating.

For those of us with a few more laps around the block to our credit, the future doesn’t quite look like what we expected. The book on career management has a new chapter that many of our parents never experienced. It’s called, “Reinvention,” and it’s really daunting.

Regardless of where you fit on the chronological scale, there are at least five key issues that I encourage you to wrap your arms and mind around. Like much of the invention or reinvention process, tackling these items is challenging, uncomfortable, and critically important.

At Least Five Keys for Career (Re) Invention:

1. Aligning Your Values, Purpose and Goals around a Vision.

While your tendency may be to roll your eyes at the fluffy and abstract discussion of personal vision and values, the reality is that you do have a set of operating instructions (your core values) and there is a purpose that drives all of us. Sometimes we ignore that purpose (often for decades), but it is there and aligning values and purpose around some big, exciting and challenging goals is an important part of the process. It’s awkward and difficult and squishy to grasp but when you focus in on a vision for yourself, it’s transformational.

For some help here, check out Ed Batista’s outstanding post, “Developing Your Professional Vision,” and Jesse Lyn Stoner’s (with Ken Blanchard) excellent book,  Full Steam Ahead. 

2. Cultivating Your Confidence and Self-Esteem.

Confidence is critical for fueling invention or transformation. Without it, we just dream. With it, we take actions to build towards our dreams.

I’ve long believed the biggest barrier to individual success is self-confidence. Recognize this issue as human, get over any stigma attached to it, and seek coaching, help and guidance on developing the inner-strength to tackle problems and issues that seem foreboding and practically impossible. A good coach is priceless here. My post, “9 Ideas for Strengthening Your Self-Esteem” is a starting point.

3. Strengthening Your Professional Presence.

A critical part of the confidence issue is the ability to project this confidence and to engage as an articulate, intelligent professional. Those who lack confidence AND who lack the ability present themselves as confident, knowledgeable and interesting human beings are relegated to bit roles in their own careers.

From your posture to your eye-contact to your smile to your eyes to your ability to listen and importantly, your use of your vocabulary and your ability to articulate your thoughts, it’s all on display and it’s all being judged. Solicit feedback from trusted sources, engage a speaking coach and take deliberate action to match the vision. One of my favorite books on this topic: Seeing Yourself as Others Do, offers some great guidance.

4. Planning to Act…Creating a Strategic Plan for Your Career.

Pardon the lofty sounding label, but you cannot operationalize a vision…you can’t put into play unless you’ve created a roadmap complete with those items on the critical path that are essential for success.

Armed with a vision, you need to set clear goals and define those very clear actions and milestones required for success. My favorite definition of strategy: “integrated actions in pursuit of competitive advantage,” reminds me of the need to coordinate my activities, measure my results and adjust accordingly. Put pen to paper. The act of planning forces you to think through what it takes to succeed. And then engage. You can update the plan along the way.

5. Building Your Professional Brand. 

There’s never been a better time to build and form and frame your professional brand…to build yourself as a thought-leader than now. The tools are there, they are mostly free and they are truly powerful. Sadly, just about everyone I know who is struggling with the career issue is failing to leverage these tools in the proper manner to position themselves as thought-leaders, as exciting and relevant professionals and as people worth listening to and investing in.

The person I pay attention to on this topic is Dr. Bret Simmons writing at Positive Organizational Behavior. Bret is a champion of the topic of building your professional brand…particularly when it comes to leveraging the power of social media to do this.

The Bottom-Line for Now:

Whether you are building, rebuilding or transforming your career, the work described above is some of the sticky, dirty, roll-up-your sleeves hard work that builds towards success. There’s no silver bullet, no convenient short-cut and no getting away from the heavy lifting.

Thoughts on Your Personal and Professional Success in the New Year

Hang out with really smart people and teams and some great lessons can’t help but rub off on you. 

I was truly gifted in 2011 to gain access to and work with and support some remarkable professionals across a number of different market segments…from high tech to professional services to manufacturing, and I learned something with every engagement and encounter.

Here are Six Lessons Learned that Can Help Us All in the New Year:

1. It’s Critical to Think Deeply About Your Business: Strategy still counts. The strongest teams/firms I observed are the ones who took the time to step-back and evaluate their situation and rethink their futures. And then back all of that lofty thinking with action, learning and adaptation.

Call it what you want…I call it strategy work…and done right…asking and answering tough questions and then backing the ideas with key hypotheses and experiments is the corporate equivalent of a continuous fitness program.

2. Operational Myopia Guarantees Mediocrity (or worse): Conversely, the firms and teams mired in the muck struggled to get beyond the endless operational discussions and move towards the tough questions that help assess the current state and begin to identify options for the future. Yeah, everyone needs to make sales in the here and now. We all know that. Adding in the work of thinking about and adapting your business in pursuit of better serving customers, finding new customers, extending into larger growth areas or more attractive categories takes that extra level of discipline that separates the big winners from everyone else.

3. Leadership Counts. More than ever…and not just at the top. High performance firms have an unrelenting focus on developing people who can think critically, lead others to challenge convention and stimulate people to provide their best results. And given the past decade or so of leadership failures, people are quick to sniff out and mentally discard the disingenuous leaders. If you are leading others, you need to bring your “A” game, and the game isn’t about you…it’s about everyone else and what you can do for them!

4. Behold The Rise of the Integrator Leader: individual contributors who embrace the role of integrator…bringing together disparate groups and resources to solve problems are the future formal leaders in organizations. We are all well served to view our own roles through the filter of the new integrator leader. Build your network(s) internally and externally and learn to connect networks in pursuit of solving problems.

5. Diversity is a Strategic Asset to Build Competitive Advantage:  While we predictably and annoyingly gravitate to those who act, think (and yes, look) like us, the true opportunity for greatness is in bringing together people of disparate backgrounds, ethnicities and ages and setting them loose to change something significant. The best leaders get this. The rest are still mired in the misguided thinking from another century.

6. If You’re Not Learning, You are Failing. Learning is more important than ever. The top performing professionals are learning everyday in the workplace (through experimentation), are pushing themselves personally to continue to grow in their respective fields, are filling classrooms and demanding more from an old and mostly broken educational system, and leveraging technology and unparalleled access to information to expand their thinking. There are no time-outs allowed when it comes to gaining and applying new knowledge.

The Bottom-Line for Now:

The short form:

Strategy isn’t a four letter word. We all need to find ways to break out of the day-to-day crunch to assess and learn and plan.  Leadership skills are more critical than ever…and the best and most powerful leaders might not have people reporting to them. Diversity isn’t just an H.R. initiative, and if you aren’t learning every single day, you’re moving backwards at an accelerating pace.

May 2012 be a year of learning, growth and professional success.

 

 

3 Key Strategy Questions to Ask Your Teams Regularly

In my experience, the management teams that lead the best performing businesses are those that incorporate at least three key strategic questions into almost every operational and status discussion.

What are Your Teams Talking About?

The gross majority of the dialogue in an organization is about How, and Who and When and the important What and Why issues are left for strategy meetings and other “high-level” discussions. While understandable in the hectic pace of the workday, the shortage of these important What and Why discussions reinforces a dangerous form of operational myopia, where the underlying and unspoken assumption is: If we simply get this done, we’ll be better off as a firm.

No disrespect nor trivialization intended for operations and execution. Getting it done is critical. However, my premise is that you can strengthen (without paralyzing) the quality of these discussions (particularly management and project team discussions) and potentially uncover new ideas or cross-check long-standing assumptions, with the regular inclusion of a few key questions.

3 Key Strategy Teams to Ask Your Teams Regularly:

1. How does this initiative help us grow/create power? (Power: new customers, new revenue in current customers, new revenue in new/adjacent markets, market share).  If it doesn’t directly tie to or enable the creation of power, why are you doing it?

2. How meaningfully different is this to our clients?  So many ideas are good in isolation…promoted by people passionate about their offerings, but ultimately, they are not meaningful enough to clients to prompt action (investment, change, trade-out etc.). While not all clients can articulate what they want (as Steve Jobs taught us most recently), your team must be able to substantiate that the initiative is one that will prompt action.

3. How defensible is our approach versus our most dangerous competitors?  Too many “me too” and easily replicated initiatives is a formula for stagnation or decline. If you cannot pass this critical acid-test question, something is wrong.

The Bottom-Line for Now:

These are just a few of the important questions that must be regularly asked and answered in the course of forming, assessing and adjusting strategy. However, instead of saving all of the good questions for the offsites, start immediately incorporate these three in your management and status meetings, and you’ll dramatically increase the quantity of meaningful dialogue (and action) taking place every day.

Want More? Check out Art Petty’s latest book, Leadership Caffeine-Ideas to Energize Your Professional Development. Created for fast-moving and highly motivated professionals and leaders, Leadership Caffeine offers more than 80 short, idea-packed essays for the critical leadership and professional development situations in your life. (All royalties on purchases through 12/2 will see the royalties donated to a local food pantry. See original promo note for specifics.)

Join the many groups and management teams and meeting/conference organizers who have adopted Leadership Caffeine as a discussion and development tool. The collection makes a great gift for the newly promoted leader or for your team during the holidays.

About Art Petty:

Art Petty is a Leadership & Career Coach and Strategy Consultant, helping motivated professionals of all levels achieve their potential. In addition to working with highly motivated professionals, Art frequently works with project teams in pursuit of high performance. Contact Art via e-mail to discuss a coaching, workshop or speaking engagement or to inquire about being a guest on The Leadership Caffeine podcast.  

Ten Places Where Management Teams Misstep on Strategy

Strategy…the discussions…the decisions and of course, the execution, is hard work filled with ample opportunities to misstep. From revisiting and updating the underlying assumptions about your business, markets and competitors, to the vexing issues of deciding what to do and what not to do, it’s no surprise that many management teams avoid this work and focus more on incremental operations planning and improvement. However, for those who are courageous enough to go down this important path and do the heavy lifting, here are my top 10 pitfalls and speed bumps to avoid during your journey.

10 Places Where Management Teams Misstep on Strategy:

1. They Over-Admire the View from Their Window. The Inside-Out View that too many teams rely on is a giant decision-trap waiting to swallow the business. Always strive to cultivate the Outside-In perspective. It’s hard work and takes time and help. And yes, it is priceless.

2. They Equate Action with Progress. Action doesn’t equal vector. Strategy is all about choosing specific vectors and ignoring others. Many management teams cut through the front-end of the work in a rush to action, instead of asking and answering the tough questions about their business.

3. Strategy Vocabulary Babble Boggles and Bewilders. Ask 10 executives how to define strategy, vision and value proposition and watch the fun begin. Ask them what business they are truly in and how they differentiate from competitors and the discussions can go haywire. Work hard to establish common terms and definitions up-front.

4. Warning, Rapid Descent! Discussions Rapidly Descend to the Operational Level. Along with the Rush to Action, it is common for the discussions to dive deeply into operations long before the hard questions have been asked and answered.

5. Teams Experience a Power Shortage. Instead of focusing on how to create power…that is to create new revenue, capture new customers, grow faster than the market and grow profits, the discussions emphasize incrementing off of old power sources. Finding “new power” is critical to every firm and must be the focal point of every strategy process/discussion.

6. They Delegate the Deep Thinking to Consultants. I strongly advise using outside help to guide the process work…to ensure that the teams focus on creating power and fostering an outside-in approach. However, don’t fall into the trap of expecting the consultants to be able to tell you what might be your best next steps. Let them help you find the way forward…and don’t shirk your responsibilities to make the hard calls.

7. Too Many Teams Forget to Involve the Right People in the Process. While those at the top of the pecking order own the final calls, there are many, many people in your organization with insights to share and ideas to proffer. Find a way to engage and solicit input. And since these are the same people who will carry out your new directions, early involvement reduces some of the natural barriers to change. Strategy is a full-contact sport across the organization!

8. They Falsely Expect Sure-Fire Miracles to Emerge. Strategy is nothing more than a series of educated hypotheses backed by intelligent experiments. Instead of expecting the Ah-Ha moment (they happen sometimes, but don’t count on it), look at strategy as a series of experiments designed to build power.  Of course, don’t forget to build in the feedback and learning loops or the experiments will go nowhere.

9. They Lack the Leadership to Make Asymetrical Bets.  This is Geoffrey Moore’s terminology from Escape Velocity, and I strongly believe he is right. If management is struggling to find new sources of power, the right choices will often be those that are different, radical and perceived as highly risky. It takes true leadership to stare asymmetrical bets in the eye and move forward.

10. It’s Never Just an Event! Strategy is a process, not an event. The annual offsite is fine, as long as the issues and experiments and engagement on strategy and learning is happening all of the time.

The Bottom-Line for Now:

In my experience working with many management teams, it takes incredible fortitude and discipline to steer clear of the Top 10 and keep the process moving.  Use the list above in good health. Reference it frequently as a reminder of the pitfalls and traps. And of course, feel free to add your own. Focus on this, and you’ll uncover a number of other traps along the way.

And yes, then there’s number 11…this little problem with Strategy Execution. That however, is a topic for another day.

JUST RELEASED! Check Out Art’s New Book: Leadership Caffeine-Ideas to Energize Your Professional Development

Want More: Sign up for the new, Leadership Caffeine e-Newsletter.  I’ll guard your e-mail address with ferocity, while sharing ideas to energize and inspire.

About Art Petty:

Art Petty is a Leadership & Career Coach and Strategy Consultant, helping motivated professionals of all levels achieve their potential. In addition to working with highly motivated professionals, Art frequently works with project teams in pursuit of high performance. Art’s second book (an edited, annotated collection of the most popular leadership essays), Leadership Caffeine-Ideas to Energize Your Professional Development, was released at the end of September in 2011.

Contact Art via e-mail to discuss a coaching, workshop or speaking engagement.

Leadership Caffeine Podcast #10: Geoffrey Moore on Escape Velocity

Cover art for Leadership Caffeine PodcastOrganizations of all sizes and types, from high tech to manufacturing and not-for-profit, struggle with a common dilemma…how to escape the pull of the past as they look forward into a fast-changing and very different world.

If you’ve ever worked for or around a firm navigating the challenges of heading into new directions and leaving past ways and legacy products behind, you know how difficult this activity truly is for everyone involved. Many try and many fail.

Geoffrey A. Moore, the renowned high-tech strategist and author, perhaps best known for his book, Crossing the Chasm, a guide to helping firms move from early adopters across this fateful and often fatal canyon, is back with his latest book, Escape Velocity-Free Your Company’s Future from the Pull of the Past.  In the book, Moore tackles this tough topic of moving beyond successes of the past towards new generations of offerings and growth.

This was a great, fast-moving interview with Moore, and unlike Chasm which was focused on high tech firms, Escape Velocity is remarkably relevant for all firms, regardless of sector. I’m excited about the fresh, practical content from Geoffrey and I suspect you will be wanting more from Moore after listening. Enjoy!

Show Sound-Bites & Added Resources:

  • The challenges that arise when trying to free your company from the pull of the past.
  • Why our current budgeting, planning and operating systems fight us when it comes to escaping the pull of the past (and what to do about it).
  • A new framework of frameworks, The Hierarchy of Powers, and why this is so important for planning and orchestrating organizational change.
  • The questions you need to be asking and answering as you refresh and act on vision, strategy and execution.
  • Understanding the Inventory of Tools available to support your efforts to move beyond the pull of the past.
  • Great supplemental resource: Geoffrey Moore talking about Escape Velocity at Stanford (video)

About Geoffrey A. Moore:

Geoffrey Moore is a best-selling author and chairman emeritus of three consulting firms, The Chasm Group, Chasm Institute and TCG Advisors, all of which provide marketing strategy and organizational advice to leading high-technology companies. More information on Geoffrey, his books and services can be found at www.chasmgroup.com.

About the Leadership Caffeine Podcast:

The purpose of this show is to connect with leaders, management thinkers, authors, educators, entrepreneurs and anyone else passionate about improving and innovating in leadership and management. If you are interested in being a guest on the show, contact Art Petty.

Want More: Sign up for the new, Leadership Caffeine e-Newsletter. I’ll guard your e-mail address with ferocity, while sharing ideas to energize and inspire.

About Art Petty:

Art Petty is a Leadership & Career Coach helping motivated professionals of all levels achieve their potential. In addition to working with highly motivated professionals, Art frequently works with project teams in pursuit of high performance. Art’s second book, Leadership Caffeine-Ideas to Energize Your Professional Development, was released at the end of September in 2011.

Contact Art via e-mail to discuss a coaching, workshop or speaking engagement.