Is it Time to Change your Job?

Is it time to change your job? “If you’re not growing, get going” is advice I got early in my career. While leaving the security of a job may be one of the hardest decision you make, if you’ve tried nothing new in months or years you will wonder why you waited so long. Job comfort is no substitute for the resultant deadening to your brain, spirit, esteem and career. Surveys continually tell of the signs that you are in the wrong job. The top three reasons given for changing jobs are: bad boss desire for personal development balance work and …

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A Career Transition demands Courage to ‘let go’ and a Strategy

A career transition involves one’s hopes, fears, trustworthiness, credibility, competency i.e. internal personal events and characteristics. It also means change in external events such as re-location, different commutes, working environment, technology, types of customers or service users. We can learn from research in change management that finds 70% of change initiatives fail. This is mainly because the focus is on the external events of change and the psycho-social events of transition are ignored. Transitions often demand three things of us – that we unlearn the whole style of mastering the world that we used to take us through so far ‘let …

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Strategic questions to accelerate both your career and your job performance

Have you ever considered that the strategic questions relevant to accelerating your career are similar to the strategic questions that are relevant to accelerating projects at work? There are three main phases in the journey from placing one’s stake in the ground to claiming the buried riches – from problem to solution, from opportunity to accomplishment. They are the aligning, acting and adjusting phases that answer questions by having eight types of conversation. Developing your career involves having these conversations with yourself and with people who are ‘trusted sounding boards’. Moving a project from concept to launch involves similar types of …

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Our three basic needs – achievement, affiliation & power – translate, at work, to purpose, community & career.

There are three basic needs that we all have, according to psychologist David McClelland: a need for achievement, a need for affiliation, and a need for power. How we thrive at work depends on the quality of concordance between our needs and the needs of the organisation. It switches on, mobilises our intrinsic motivators. The achievement motivator is switched on by concordance with the purpose of the company – identifying with the organisation’s mission and values, feeling that you make a meaningful impact and having pride in what the company, not only ‘shoots for’ but also ‘stands for’. The affiliation motivator is …

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Research on Playing Politics to Gain Influence

Building your informal social network is an essential part of advancing your career. That means deciding who to influence and for what purpose. Which is as much about leadership as understanding the realities of workplace politics. Research by Prof. Peter Belmi highlights that hard work and achievements are not enough to advance your career. Power and influence are hidden inside the job appointment processes. There are insidious structural and psychological factors that contribute to social and income inequality. Often in spite of people’s best intentions decisions on who gets the job or the promotion are affected by conscious and unconscious …

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How well can you deal with Critical Incident questions at a job interview?

You may come to an interview prepared for questions about teamwork, initiative, interpersonal skills and leadership. But Critical Incident questions have the potential to reveal your perspectives and competencies without you being aware of how much you are revealing.  These questions focus more on behaviour rather than opinion. They focus on facts. Tell me about a time when you were successful. What about a time you had to follow directions or guidelines that you knew were the wrong way to go? What was the toughest decision you made recently? Tell me about the last time a customer or co-worker got …

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The 6 Variables of your Desired Employment Formula

The employment formula of working towards your ideal job is: Desired Employment = Competencies x Contacts + Qualifications + Work Experience + Knowledge of Organisation + Luck Luck is always involved. Luck is not necessarily down to uncontrollable chance. We can improve our chances of being lucky. Make our own luck. Luck = Preparation for Readiness + Opportunity from Awareness It increase the probability of being in the arena to grasp the opportunity or be selected. The ideal of a lucky life is chosen, firstly by what matters for you. I am with Viktor Frankl that you don’t discover who …

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Know the Employer’s Objective

If you don’t know what you’re doing wrong in interviews, you can’t fix it. Assuming you know about turning up on time, being friendly & polite to the receptionist, following the instructions and combing your hair, there are less obvious things to consider. Even well qualified job seekers can be pipped at the post because another candidate has offered something unique over and above. Lack of awareness is probably the most common reason why an organisation doesn’t proceed with a candidate. This can manifest itself in many ways –overstating one’s ability or experience, poor reading of the interviewing decision criteria, lacking rapport …

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What is the Purpose of a CV?  a Cover Letter?

The primary purpose of a CV or Resume is not to get a job. It is to be intriguing enough get an interview. Secondarily, it is to cue questions that you are ready for in the interview. Thirdly, it is to reaffirm, after the interview, how hiring you can solve the hirer’s problems. Often, the final decision-maker does not see all the job applications. They are filtered by other(s). The cover letter is to get you through these filters for a face-to-face interview. This requires creating interest and concisely directing the reader’s attention to specific strengths or accomplishments that are …

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What are your Ideal Work Preferences?

Organisations have many reliable people who get things done, but they are not seriously considered for promotion. They are taken for granted – dependable anchors in the company but who have unused capabilities and unfulfilled potential. And the longer they are stuck, the lower their self-confidence about their ability to apply for new opportunities that arise. The problem is that nothing stays the same. companies don’t stand still. New markets, new technology, new bosses, new strategies, new employees, all change the company and the work context. Also you change through those stages of life, where life is asking different things …

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