Willpower is a funny thing. We all have willpower – we just all have it in different areas. Improving your willpower obviously helps you in life, but it will help you in your career as well. Understanding willpower can help you influence others, which can also help you in your career. So, there is a lot to be gained by better understanding it. There are a lot of different topics we can cover related to willpower, but today, we are going to focus specifically on the concept of social proof.
Social proof is the phenomenon that when the people around us do something, we think it’s the smart thing to do.
Do you think that because you are an adult, you are past peer pressure? Well, you’d be wrong!
When everybody else is doing it, we want to do it.
In California, researchers put door hangers on 371 homes that encouraged people to conserve energy*. Some homes got a door hanger that focused on the impacts to the environment. Others got a door hanger that appealed to their impact on their grandchildren. Others got a message about how much money they could save. And the last group got a door hanger that said ‘99% of the people in your community reported turning off lights to save energy.”
Each house received the same door hanger for 4 weeks in a row. Energy usage was measured at the beginning and end. The only message that resulted in reduced energy usage – you guessed it – was the message that ‘everybody’s doing it.’
Logically, you know that using less energy is better for the environment, your grandkids, and your wallet. Just like logically, you know that eating more broccoli and less chocolate cake is better for your health. But, for some reason – and psychologists call it social proof – the biggest motivator is what those around us do.
Kelly McGonigal, in her book Willpower Instinct says it well, ‘Social proof can strengthen self-control when we believe that doing the right thing is the norm.’
So, if you want to improve your willpower, the best thing you can do is find a group of people for which the things you aspire to is the norm. If you go to the gym everyday, you are going to be around people who consider daily exercise to be the norm – no willpower needed. Pretty soon, you start to think that way too.
If you want to get your customers or coworkers to behave in a certain way, you need to look for opportunities to help them feel that your desired way is the norm. Similar to our California door hangers, I can picture a client newsletter that you send out that says ‘99% of our customers never need to call the help desk because they found their own answers in our online knowledge center.”
Ok – that might not be the best idea.
But, how could you encourage your customers to believe that the behavior you want to encourage is the norm? The same with employees. If you’ve had more than one job, you’ve probably noticed that different companies have different norms. At first, if the norm isn’t what you are used to, it is a struggle, but eventually, you fall in line so that you can fit in and before long, you forget that you ever used to do it a different way.
If we look at the other side of the coin – what happens when you feel rejected from a tribe? Well, it’s a fast way to lose your willpower. Once the tribe has rejected you, you think to yourself – “well, why should I even bother?” And, you’ll give into your willpower right away.
So, it turns out that the tribe that you surround yourself with is very important to your ability to stick with your willpower. And, you have an influence on those same people. Their willpower is influenced by you. What are the norms that you’re telling yourself are ok because everybody else is doing it? Are you late to meetings because everybody else is late so its no big deal? Do you not follow through on commitments because you see others around you do the same? Do you gossip about coworkers behind their back? If that is the norm for your tribe, then you better believe that they are talking behind your back too.
Recognizing that you are influenced by peer pressure and that you are the peer pressure that others are influenced by can be a life altering paradigm shift. Be diligent about recognizing what your tribe is telling you is normal when deep down you suspect its not. Recognize that you can find other people to surround yourself with who have a different definition of normal. Recognize that you can and do influence others with your definition of normal.
Want your coworkers to show up on time? Make it normal to do that. Want to get people to follow your process? Let them know that everybody else is doing it. There may be 100 logical reasons why doing your process is the best option. Just like turning off your lights is good for the environment and saves you money. But -logic doesn’t always get people to change their ways. You are more likely to win your bet when you bet on social proof.
Your homework for this week is to identify an area where you feel your self-control isn’t where it should be. Are you surrounded by people who are making this unwanted behavior the norm? Are you telling yourself that its no big deal because everybody’s doing it? If it doesn’t feel right in your gut, then you are probably not surrounding yourself with the right people. Or, think of a role model who you can call to mind if you can’t change your tribe.
*Energy Conservation Study – Nolan, JM “Normative Social Influence is Under detected” Personality and Social Psychology Bulletin 2008
Do you have a 1:1 meeting with your manager? If not, why not? If you do, do you feel like you are getting value out of it?
Sadly, I think many 1:1 meetings are less effective than they could be. I think that many people – both managers and employees – don’t have a clear idea about the purpose of the meeting. And, because of this, its hard to make them effective. Let’s start with a discussion of what a 1:1 meeting is. It is a meeting where you and your manager met on a regular basis. The idea is that this is a recurring touchpoint between just the 2 of you. The reason 1:1s are important is because managers have multiple direct reports, so they need the opportunity to spend time with each one on a regular basis. If they don’t have something on their calendar, it would be easy for weeks, months, or even quarters to pass by without any meaningful conversation between the two of you. The demands of day-to-day work, special projects, fighting fires will all consume a work day about it can easily lead to a lack of time for something that is important, but not urgent.
1:1 meetings are important for a lot of reasons:
So, 1:1 meetings are really important. But, they are in no way urgent. As a result, they can easily be put on the back burner. Rescheduled or worse, cancelled altogether. It is something you need to be aware of. Where many employees go wrong is to assume it is the manager’s responsibility to manage the 1:1. It is just a much your responsibility. Your relationship with your manager is very important for your career. Whether they are a good manager or no is not something you are going to be able to control. But, what you can control is your ability to meet 1:1 with your manager. With a bad manager, it might take more persistence, but it is within your control.
If you don’t currently have a 1:1 with you manager, you are going to take the bull by the horns and schedule one.
Now, let’s turn to the topic of what makes an effective 1:1. A 1:1 is a time to step outside of the day-to-day hustle and bustle. It is a time to check in about the bigger picture. To align on priorities, direction, and vision. In some cases, it is a dedicated time for addressing questions that you’ve saved up during the week. Many people treat it as a status meeting. Of course, your particular situation is going to dictate the content or agenda for your 1:1. It is hard for me to give any specific agenda that would work for everybody.
There are some things you can think about that will help you ensure that your 1:1 is giving you the benefits you deserve.
In episode 9, we talked about preparing for your annual review. You should be preparing for it monthly by documenting each month what you accomplished. This process helps you with your 1:1 also. You can refer to this list when meeting with your manager to highlight what you’ve done since your last meeting.
4. Think about your career development. What coaching do you need? Do you know what skills your manager thinks you should develop? Does your manager know what your long term career objective is? Are you at the point in your job where it is time to be talking about what’s next for you? Some portion of your 1:1 agenda should focus on this longer-term career development topic in whatever form makes sense for you in your current situation.
5. You may want to build time into your agenda for addressing current issues you are having that you need your manager’s help solving. This could mean helping to remove a roadblock, giving you a steer in the right direction, being a sounding board to talk through the issues with, or giving you the answer you need. You may or may not have current issues that need to be addressed, but if your manager’s time is hard to come by, using your 1:1 to get what you need might be a good option. So, those are some of the things you should consider when you are planning your 1:1 agenda. If you get our newsletter, you’ll get a guide this week that will help you think through this process and come up with an agenda. If not, you can sign up for our newsletter here and you’ll get access to our full back catalog of guides.
One thing to note about the agenda. You may not cover all of these topics each time. For example, it may make sense to only talk about career development topics each third time. Or, you may not talk about status as a regular agenda item, but some specific situation causes you to add it to the agenda for your next 1:1.
What I’m hoping you take away from this episode is that it is important for you to establish a 1:1 with your manager. If your manager hasn’t taken responsibility for it, then you should do so yourself. There are 2 people in the 1:1, and you are one of them. So, the responsibility is yours to make sure that you have this important mechanism in place to keep an open dialogue with your manager.
The circle of influence is a concept popularized by Stephen Covey in the 7 Habits of Highly Effective People. Although Covey takes no credit for the idea, he was a master at explaining it in a way that is so clear and actionable that it has become part of our business lexicon.
Today, I’m going to do my level best to explain it to you in a manner that will allow a light bulb to go on and for you to be able to walk away from this episode and put a new habit into practice. Even if you think you’ve got the concept down, I encourage you to listen to this episode. It is always good to have a refresher.
I fall into this category myself. If you were to ask me if I live or embody the concept of circle of influence I would have said yes. I think of and employ the concept frequently. I’ve talked about a lot of the ideas in one way or another on previous episodes. I would describe this concept as a core of my philosophy and personality. And yet – I just re-read the chapter in 7 Habits and found myself learning more. Being reminded of little nuances I’ve forgotten. Being shown a different way to approach it. So, there is always something more you can learn.
Let’s start by defining the circle of influence. Think about your world in 3 buckets:
This you can’t control
Most people are pretty good about how they deal with the things they can’t control. There is a recognition that you can’t do anything about it, so you adjust your behavior in whatever way is relevant and you move on with your life. The majority of people recognize this situation the majority of the time.
The weather is a classic example. You can’t control the weather. You know it and, although you may be disappointed when an even gets cancelled due to the weather, you don’t let it eat away at you.
Another example I like to use is a sports example. When a referee makes what you think is a bad call, there is literally nothing you can do about it. You can yell and scream and post as many bad tweets as you want, it isn’t going to change the outcome. The reason I use this example is because I think it is an example of where people who otherwise generally recognize situations where they don’t have control temporarily lose sight of that fact.
When it comes to the things you can’t control, your best option is to recognize as quickly as possible that you have no control, which takes away their ability to control you. If you feel like this is an area where you need to so some additional development work, I suggest you listen to Episode 20 about Productive and Unproductive Worry.
Things you can control indirectly through influence
Within the circle is the circle of influence. These are the things you can control indirectly through influence. These are things that other people are responsible for, but for which you can impact their actions. Your circle of influence with your children, if they are still young, is pretty large. And, although it decreases as they get older, it is still a very large part of your circle. Your circle of influence at work is likely smaller than your circle of influence at home, but you still have influence. Your objective should be to increase your circle of influence to be as large as it can be.
I believe influence is a mindset issue. You need to 1. Believe you can influence the situation and 2. Take responsibility for your actions or response. The way you know if you are doing this is by looking at the language you are using:
Is the issue someone else’s fault?
Do you feel like you are the victim?
Are you talking in terms of ‘onlys’? If only I had a better boss. If only I had this certification. If only management understood that our customers are impossible to deal with.
You have influence over each of these if only’s. And you can take action to influence them. When you give up your right to take action, you’ve made the choice to dis-empower yourself.
“If only I had a better boss.” What about your boss do you have a problem with? What can you do to build a relationship with your boss to gain influence that will change the impact? If they are a micro-manger, it means that they need a high level of detail to be comfortable. Increase the level of detail you provide when you communicate with them. By proactively doing this, they will become comfortable with you – they will trust in the work you are doing and will no longer feel the need to micro-mange.
“If only I had this certification.” If you think you aren’t getting considered for a role because you are lacking a skill, what are you doing to go get the skill?
“If only management understood that our customers are impossible to deal with.” How can you help them understand? Are you documenting the scenarios that come up? Have you investigated the steps necessary to address the scenarios? Have you asked management for what you need to address the scenarios?
And, taking responsibility for your actions means that if you feel you’ve tried to influence and the outcome is still not acceptable, then you take action to move on.
Things you can directly influence
Which takes us to the final part of the circle of influence – things you can directly control. These are your habits, your mindset. Taking responsibility for your actions proactively is one of the key things that sets highly productive, highly effective, people apart. Taking action on your own behalf is a fundamental skill. I can’t emphasize enough how important it is that you believe that you are the architect of your career.
As human beings, one of the things that sets us apart from other animals is our ability to be self aware. Our freedom to choose how we respond to a situation. When there is some sort of situation thrust upon us, we are the architects of our response. I’m not trying to imply that by having a positive attitude, you can turn a bad situation into a positive situation. Bad things happen. Sucky things will always suck. But, you have 100% control over how you choose to respond. You can let bad things eat away at you, impacting the rest of your life, or you can let bad things be one part of your story rather than the whole story.
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LinkedIn is the social platform for business networking, and if you are part of the business world, you really must have a LinkedIn profile. Many companies are even asking for your LinkedIn URL as part of the application process. So, on today’s episode, we are going to cover my top tips about using LinkedIn.
If you think you don’t need LinkedIn since you aren’t currently looking for a job, you are wrong. LinkedIn is not just for finding a job. It is a business networking platform. You should constantly be networking. You never know when you are going to need something from your network, and so it is very important that you maintain a constant presence on LinkedIn.
I covered this point in more detail in Episode 21 when I talked about my philosophy that every day is an interview. Keeping your network warm at all times will help you solve lots of different business problems – not just your employment status.
So, my first tip for LinkedIn is to stop thinking of it as a site for job searching and start thinking of it as a network platform.
Closely related to that – your LinkedIn profile should not be an exact copy of your resume or CV. Your resume or CV is a chronological list of the positions you’ve held and the accomplishments in each of those roles. There is an aspect of this in your profile, but your profile is much wider than that.
People will be looking at your LinkedIn profile for many reasons other than because they want to interview you for a job. Your LinkedIn profile is an overview of your business experience as well as a peek inside where you aspire to take your career. It should help someone understand what makes you unique. Many people have been project managers at IBM, but each one of them has a unique strength and approach to how they did the job. Your resume or CV isn’t going to communicate that. Your LinkedIn profile can.
Now let’s get into some of the tactics about LinkedIn:
This is the one sentence description that shows up below your name.
This should not be your job title at your company name.
It should not be Project Manager at IBM.
That is a description from your resume that describes your current role. It isn’t who you are. It isn’t the skill that makes you marketable. It is a current title for a current role. Your headline should describe your skillset and, although it should not be a lie, it should also be somewhat aspirational.
Our IBM project manager could say “I help large companies manage large projects effectively.’
Or, “I manage multi-million dollar technology projects.’
This section should sound like you are talking to someone at a bar about your skills. Many people confuse this with the ‘objective’ section of a resume. This section should be in 1st person and should expand on your headline.
Our IBM project manager might have the following in his About section:
I’m a project manager in my bones. Everything I get involved with is a project in my eyes. I look at complex objectives and immediately think about the timeline, the budget, and the best way to organize the project plan. Although I can turn a trip to the grocery store into a project, my sweet spot is multi-million dollar technology projects that typically have a 12 to 18 month timeline and impact companies at the enterprise level. My secondary skillset of change management is a strength as well because every successful project can point to a successful change management plan.
The About Section gives the reader some insight into the person that reading bullet points on a resume doesn’t.
Some other things good About sections do:
This is the closest thing to your resume, although it still shouldn’t be an exact copy. This is where you will list your positions. The difference from your resume is that you still want to summarize this more than you would a resume. Talk about your accomplishments more than your specific job responsibilities.
Our PM would say:
“Successfully managed the implementation of Salesforce.com for a 2000 person organization where the previous solution was multiple spreadsheets. In my role as the lead project manager, I ensured the project was delivered within the time and budget expectations of the project sponsor while also achieving a 75% adoption rate within 3 months of go-live.”
If you go to Edit profile, you will see in the top right corner a button to edit your profile URL. You should edit this so that it is your name. If your name has already been taken then work on it until you come up with something that is easy to communicate to others.
Update your Profile Regularly
There are lots of ways you can update it without having changed jobs. Put a reminder on your calendar for every four months to review and update it with anything new. For example, I recently took a process that had been monthly looking backward and made it weekly. This means we are able to more quickly react to the information and be proactive when we use to be reactive to information that came too late. I didn’t change jobs, but I updated my profile to reflect this accomplishment because it has made a significant impact for my company.
Finally, I will just point out that your LinkedIn profile is a marketing tool for your career. You never want to lie about your accomplishments, but you do want to market them so that your strengths and accomplishments are at the forefront and in the spotlight. Take some time to really ensure that your profile pops. If you feel like you could use some help with yours, I’m happy to coach you through the process and help you create a profile that will set you apart. Learn more at www.pmocoaching.com/LinkedInProfile.
I was recently talking with a friend about the process for dealing with customer service calls at a food service delivery app company. When you get on one of these apps to order food from a local company, what are your expectations? What would lead you to call the customer service department of the app?
Let me tell you something about myself before we go any further into this discussion. I personally have never used one of these apps. Now, you’ve probably formed all kinds of ideas about me in your head because of this admission. I’m ok with that. Before these apps came into the mainstream, I rarely ever ordered carry out. It just isn’t a habit I have. I either cook at home or go out to a restaurant to eat. I don’t and never have, ordered carry out. It just doesn’t fit my lifestyle. So, when the apps came along, I just never had a reason to use them.
So, back to my conversation with my friend. She works for one of these app companies and had called me because they were having some growing pains in their customer service department. I had asked her to give me some examples of reasons people call them for support. She said, “well maybe they get their order and the drink is missing.”
Ok – now hold on a second.
I was totally confused. Why would you call a software company about a missing drink in your order rather than calling the restaurant?
This is a concept that makes absolutely no sense to me. The software company has developed an app that facilitates a connection between you and a local restaurant. That software company, and its customer service people could literally be located anywhere in the country – in the world. You’ve ordered from a local restaurant. Presumably within around 10 miles of your house assuming you want your food to still be warm when it gets to you. They forget to send your drink. They are local, and responsible for messing up your order. But, instead of calling them, you call the app. I really can’t get my mind wrapped around that logic.
I wonder how many people called the phone company back in the day before the internet when the only way to get food delivered to your home was by telephone. Hello? AT&T? Yes, I’ve just called and ordered a pizza and now that its been delivered, I see that it is missing black olives.
Today’s episode is about the false conclusion effect. You see, the fact that this makes no sense to me is irrelevant. Obviously, a lot of people think about this differently than I do, or else my friend wouldn’t be getting these calls. A lot of people obviously think that it is the software company’s job to fix the missing drink problem. They’ve reached a different conclusion than I have. The false conclusion effect says that we tend to believe the world at large shares our beliefs and point of view more than they actually do. We tend to use our own perspective as a proxy for the likely perspective of others.
The false conclusion effect is pervasive in companies. Not because of any bad management or nefarious intentions, but because of good old fashion human nature. We are just naturally included to think that other think the way we do and if we don’t exercise some self-control, we can really miss important inputs into our process. Why is self control important here? Because it takes self control to set aside our perceptions in order to look at things from other perspectives.
Once I became aware of this idea that other people come to the conclusion that the correct course of action when a drink is missing from your order is to call the software company, I needed to shift my perspective. This was an eye opener for me. I was immediately faced with the fact that I don’t have the only world view on how these things work. There are two primary reactions that we have when we are faced with the false conclusion effect. We can either reappraise or we can suppress.
Reappraisal means that we reconsider our approach given the new perspective we have. If you get fired from your job, reappraisal is at work if you tell yourself it was a horrible job anyway and you are now free to go do what you want to do with your life. We know from scientific brain studies that reappraisal engages the region of the brain responsible for self control. But, more importantly, it is engaged early in the episode.
The other possible reaction to being faced with a new perspective is suppression. Suppression is when you control your facial expressions, tone of voice, and body language so that others can’t tell what you are thinking inside. Suppression will make it look to others like you aren’t distressed, but your mind is substantially more distracted because of the energy you are putting into maintaining your calm exterior. People are not going to enjoy being with you while you are in this state, and it is more likely that you will forget portions of the event. The self-control region of the brain is engaged later in the event when you are in suppression mode.
Why is reappraisal & suppression important to understand? Because we trust people with self control more than we trust people without it. Trust is the foundation of social interactions. And, without it, you can not be successful in your career – or life. In the book Social, Why Our Brains Are Wired to Connect by Matthew Lieberman, he says “self control is the price of admission to society.”
We’ve talked a lot about how self control is an important part of self awareness on this podcast. Emotional Intelligence requires us to understand how we interact with society. Understanding this concept of the false consensus effect – and more importantly, recognizing when we are in its grasp - is important in allowing us to recognize our biases with society.
Having a bias doesn’t make you a a bad person. My bias toward thinking that it is logical to call the restaurant rather than the software company when my drink is missing doesn’t make me a bad person. We all have biases. Recognizing that this is true and then managing your response to it is what leads to improvement.
Once I was able to recognize this other point of view, I was able to incorporate it into my understanding of the issue being faced and provide a better suggestion for solving the problem. Any solution I gave without this expanded world view would have been inadequate.
This is why it is important to get a lot of varying inputs into your process. Talk to others about their experiences. Dig deeper into their thoughts. Ask a lot of questions. But always with the understanding that you are a victim of the false conclusion effect – we all are. Becoming aware of this alone is making you better at your job.
Episode 39: Self Control
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A job search is a stressful time for people. Even if you have a job, it is stressful. If you don’t have a job and the bills are looming, there is another level of stress – a bit of urgency added to the mix. On today’s episode, we are going to talk about managing your mental state during a job search. These are practical tips about actions you should be taking, or skills you should be focusing on during your job search. Although a good dose of positive attitude or positive self-talk may also be necessary during this time, I’m going to let other podcasts give you those. I want to give you some actionable business skills that will help you though the process.
Let me start by saying that a job search is a time that requires a high level of emotional intelligence. We talk about emotional intelligence a lot on this podcast because I believe it is a fundamental factor in success. Emotional Intelligence is defined as: the capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically. Its always important, but even more so during a job search.
First of all, you are under a lot of stress and stress will uncover any weakness you may have when it comes to the building blocks of emotional intelligence. Second, a job search can put you in a very vulnerable spot. If you’ve just been laid off or made redundant, you may also be dealing with feelings of betrayal or grief. If you lost your job for performance reasons, you are likely dealing with confidence issues. And, if you’ve made the decision to look for a new job while still employed, you may be dealing with stress that your current manager may find out, or feeling that you may being letting your current team down. You may also lose motivation to keep working for your current job. I know that I go through a stage of disengagement from my current job once I’ve decided it is time for me to move on.
So, for many different reasons, a job search is a time of high stress, which can be really challenging for even the most emotionally intelligent. Because of this, I think it is important to have a set of skills that you remind yourself about regularly during the time of a job search.
So, let’s dig in. Here are some tools that can help you maintain your mindset during a job search:
Set Appropriate Expectations
Every employee of the hiring company has an edge on you because a company is likely to fill a position with an internal candidate if they can. An internal candidate who is a known quantity, even if they don’t have the exact experience is hard for any hiring manager to pass up. Another thing you have working against you is networks. Any candidate who has a connection at the hiring company has an edge over you. You recognize both of these things are true when you look at it from the company’s side. As an employee, you would expect your employer to give an internal candidate or a candidate referred from an employee preferential treatment over someone off the street that nobody has any experience with. But, when you are that candidate, you don’t think about it that way. You look at the job description and your skills, identify a match and figure ‘why wouldn’t they hire me?”
Think about what you need to do to keep you mindset from letting the rejection turn into an excuse for inaction. When you get a rejection, what are you going to tell yourself about it? Thinking about this before you need it will help you separate the head from the heart when the time comes. For example, one of the things I tell myself is, “they must have had a referral from an employee that was a good fit.” Do I know it is true? No. But, it is not only possible, it is likely and if it is true, there is nothing I could have done differently that would have gotten me the job.
Look at it from the Hiring Manager’s Perspective
People with high emotional intelligence have the ability to see things from several perspectives. This skill is important when looking for a job because if you can see the job from the perspective of the hiring manager, you may be better able to position yourself for the job.
First, keep in mind that hiring is, for most managers, a painful activity that requires a lot of their time during what is usually a stressful time for them. They’ve likely just had someone vacate the role unexpectedly, they are having to pull double duty while they fill the role – or someone on their team is having to fill in. They want to get the role filled as quickly as possible, but at most companies, the process for getting jobs posted and candidates identified is usually frustrating. Interviewing takes a lot of time out of your day job. They need to find the right candidate because everyone they hire ultimately reflects on them.
So, when you are preparing for the interview, think about these things. Bring empathy to the conversation. Think about how you can make the process as painless as possible for the hiring manager. Think about how you would feel under the stress and realize that they are likely coming to your interaction in something less than the best version of themselves. Where possible, become someone who is helping them solve a problem.
I fully believe that an interview is as much about you ensuring that the job and company is right for you as it is about the company figuring out if you are right for them. Too many people approach an interview as if they are the commodity in the equation.
Of course, there are times where your situation or the economic situation dictates that you can’t be very picky when it comes to your next job. Sometimes a paycheck is more important than a job that is going to fulfill you. I get that, and recognize that you don’t always have the luxury of putting yourself on equal footing with the hiring manager.
But, when you are not in that situation, you need to remember that it is just as important for you to be interviewing the hiring manager as it is for them to be interviewing you. Of course you are selling yourself – your skills, your assets, your ability to get the job done. But, this isn’t a on-way street. If you are going to work for and with the people you are interviewing with, you need to be assessing them as well.
Activate Your Network
Lots of jobs get filled because of referrals. Your network is going to be critical during your job search. You are going to need to set aside time to reach out to people in your network and let them know that you are looking and what you are looking for.
I also find it helps to remind them that they may know someone in their network who has a position to fill. By reminding them of this, you are not only activating your network, you are activating their network. For example, you may be in finance. Someone in your network may be in education. It would seem like they couldn’t help you because they are in such an unrelated field. But, what if their next door neighbor is the head of Accounts Payable at a local company? You just never know what connections people might make. But, I find that you have to trigger people to think about their network. Just to tell your friend in education you are looking for a job isn’t enough. He may think ‘that’s nice, but my school isn’t currently hiring for any finance roles.” But, tell him that you are looking and though he might have someone in his network that is looking to fill a finance role and he’ll think of his next door neighbor, and bring it up on Saturday when they are both out mowing the lawn.
The other thing you need to remember about your network is that you are not the center of their lives. They may remember you are looking for a week or two, but eventually, they will forget. They’ve gotten on with life and the fact that your job search is a really big deal for you doesn’t mean it is top of mind for them. If your job search goes on for a while, your mindset can start to take a turn toward the negative and you can start to feel like your network has let you down. In order to keep your mindset positive, remember that you may need to remind people that you are looking. Don’t be a pest about it – but, just because they didn’t know about anything at the time you originally reached out doesn’t mean they won’t know about something now.
There are a lot of different ways that we look at personality types. The reason we have all of these different categories is because it helps us to understand ourselves and others. Why we behave the way we do. Why others behave in ways we can’t understand.
I’m an introvert, which means that I get my energy from being alone. I can’t imagine what it would be like to get energy from others, but because I understand the idea that there are other personality types, I can recognize an extrovert as an extrovert even though we have a fundamental difference in personality.
Different personality type indicators have different focus. Today, I’m going to introduce the Enneagram Types. I’ve also covered Myers Briggs if you want to listen to that episode as well. Its episode 17.
In this episode, we are only going to be able to cover the Enneagram at the highest level because there are 9 personality types and you can’t cover them all in a 10 minute podcast. Enneagram is primarily concerned with your instinctual motivators. Another way to say it is to talk about it in terms of habits. We all have an instinctual way we interact with the world based on our underlying motivators. Someone who is motivated by fear is going to react differently than someone who is motivated by shame.
Enneagram starts by lumping the 9 types into 3 triads, each of which is defined by its underlying motivator:
The Instinctive Triad. The 3 types in this category are driven by anger. They respond to life at the gut level and are typically very honest and direct. What sets the 3 types apart within the triad is how they manifest the anger.
The Feeling Triad. This group of people are driven by feelings and instinctively motivated by shame. They develop habits that help them cope with their feelings of shame in different ways.
The Thinking Triad. This group of people are driven by fear or anxiety. They relate to the world through their mind and plan carefully before acting.
The reason you should become familiar with Enneagram types is because it helps you understand your overall patters and behaviors. If you understand that you are fundamentally driven by shame, it helps you understand why you make some of the decisions or take some of the actions, or react to others in the way you do.
It also helps you understand that not everyone has the same motivation as you. We all have a tendency to assume others react the same way we do. Logically, we know this isn’t true, but in the moment, as we work ourselves through the day and week, we fall into the more comfortable, or maybe more expedient mental approach that our way is the only way.
But, if you can recognize that your coworker, who has a talent for seeing potential problems and dealing with them before they get out of hand is a Type 6 – and is driven by their fear and anxiety, you can better understand that you and he have a different filter on life.
I’m a big believer that anything you can do to better understand yourself and others is worthwhile. You will be more successful at work the more self-aware you are. Getting to know the Enneagram types will help you identify your coworker’s motivations and filters. It helps you understand the unique way they relate to others, what their perceptions and preoccupations are, and what their values are and how they impact the way they relate to life.
As I said at the start, there is no way for me to cover each of the types in detail, but there are extensive resources that you can use to learn more. Here are the ones I covered in the episode:
Episode 17: Understanding Myers Briggs
The Road Back to You Ian Morgan Cron & Suzanne Stabile
Discovering Your Personality Type Don Riso & Russ Hudson
You are probably familiar with the saying “the glass is half full.” Just like people are either cat people or dog people, I think people are either glass half full or glass half empty people. One means you have a tendency toward seeing the positive and the other means you have a tendency toward seeing the negative.
Well, it turns out that goals are the same way. Goals can be classified as Promotion or Prevention.
Promotion goals are all about what you can achieve. They are about what you’d ideally like to accomplish and how you can maximize your gains. Promotion goals are the glass half full goals. “I’m going to finish writing that novel” is a promotion goal.
Prevention goals, on the other hand, are about safety or obligation. They are the things you feel you ought to do in order to minimize loss and avoid pain. Prevention goals are the glass half empty goals. “I really need to start looking for a job because I heard layoffs may be coming” is a prevention goal.
Understanding the type of goal is helpful because there are different strategies and motivators that you should use depending on which type of goal it is.
There is a concept called Expectancy Value Theory. It says that people are motivated to do something as a function of 1.) how likely they are to be successful (this is the expectancy part), and 2.) how much they think they will benefit (this is the value part).
For promotion goals, the Expectancy Value Theory is generally driven by how likely you think you will be to succeed. Because promotion goals are achievement or accomplishment driven, it makes sense that you are going to give more consideration to your chances of success. When you complete a promotion goal, you feel a rush of success. A promotion goal makes you smile from ear to ear.
For prevention goals, you are on the other end of the Expectancy Value spectrum. Because prevention goals are more about minimizing loss or avoiding pain, you focus a lot less on the expectancy part of the equation. How likely to are to succeed has less impact because the alternative – doing nothing and suffering the expected loss – is the motivation. Whereas promotion goals result in a feeling of accomplishment, prevention goals result in a feeling of relief.
So, take a look at the goals you are currently pursing and think about them with this new filter. Is there something different you might do to accomplish them now that you know which kind of goal they are?
If you want to dive deeper, listen to our episode on Making Sense of Your Goals
Time Mindset can have a profound impact on your productivity. Productive people don’t have more time than unproductive people. But, they do have a different mindset about it. If you want to see an increase in your productivity, one of the things you need to think about is your relationship with time.
How much time have you spent thinking about your relationship with time?
Do you approach it unconsciously, or do you know where you stand with it?
I think a lot of people are really unconsciously dealing with time.
The symptoms of someone who doesn’t consciously understand their relationship with time are things like getting to the end of your day and not getting the most important things done.
Or starting every conversation with “I’m so busy” or “sorry I couldn’t get you what I promised, I’ve just been so busy.”
Another common symptom is negative self talk about your productivity. Telling yourself you just aren’t accomplishing what you want to accomplish. Being down on yourself or – even more diabolical, making yourself a victim of time.
These are all symptoms that occur when you aren’t conscious of your relationship with time. And, the simple way to fix them is to become conscious of it. Once you become conscious of it, you will begin to see that you can become more productive because your mindset sets you up to be more productive.
Notice your mindset about time. Are you making decisions about how you spend your time or are you unconsciously letting your time get by you?
Do you feel good about your time mindset?
Do you have a mindset about time that serves to make you more productive, or is it limiting you to a life where you feel like there just isn’t enough time?
Become someone who takes responsibility for your time mindset.
Expand your understanding of this topic by listening to Words Matter.
Today, we are going to cover the topic of choosing the right communication style when communicating change. This is something that is a very simple concept, but companies get it wrong so often. If you learn this concept today and commit it to your memory, I promise it will pay off at some point in your career.
Let me start by giving a quick lesson on the change curve. This is the process we all go through when faced by change. Everybody goes through these steps every time. Some people go through the steps faster than others. Even the same person might go through the steps at a different pace for different changes. We did a series on each of these phases, so if you want to dive deeper into the phases, I encourage you to go back and listen to episodes 13-16.
Episode 13: Components of Change Management: Awareness
Episode 14: Components of Change Management: Desire
Episode 15: Components of Change Management: Knowledge
Episode 16: Components of Change Management: Ability & Reinforcement
Think about a major change that you’ve gone through in your past. When you became aware of the change, how did you feel? You may have felt betrayed or you may have been in denial. Your head was probably spinning with thoughts of ‘what does this mean?” and all of the different concerns you have about the change. Your mind is going 80 miles per hour – with lots of questions. You are in a bit of a fog best case, and you could be really emotional worst case.
Because of the state of mind you are in at the time you become aware of the change, the best communication style is an informative one. Just the facts. Keep it simple. With everything else going on in your mind, there isn’t room for a lot of additional information. And, in the event the change is really big, you don’t want to hear a lot of inspirational talk. It will feel insincere. So, at the start of a change curve, communication needs to be informative.
As you work through the Desire phase and into the Knowledge phase, you begin to move into what is called Identify Crisis. At this point, your head isn’t spinning about the change and you are starting to understand what your new world will look like, but there are still a lot of unknowns so you are still unsure of your ability to step into the change. During this identity crisis phase, the best communication style is supportive. Communication needs to be softer than just the facts. It needs to give a sense of support for the impact it is having on employees. It should reinforce that the change process is normal, everyone goes through it at their own pace, and that nobody is going to be left behind. It should also be supportive in the literal sense. Provide resources people need to gain knowledge about the change and clearly outline the process they should follow if they need more support.
Finally, as you move out of knowledge and into ability, you are starting to gain a new identity. You are searching for solutions about how you will operate in the new normal. At this point, communication should be inspirational. This is when you start to paint a picture of the new world and how much better it will be than the old one. This is the time to celebrate the change. Trying to communicate inspirationally when you first announce a change will fall on deaf ears because there are more immediate needs at that time. But, one everyone has gotten through their initial shock and been able to get a better picture in their mind about how their world is going to change, they will be ready for an inspirational message to help propel them forward with confidence.
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